Effect of Rewards on Employee Motivation

Effect of Rewards on Employee pauperismIntroduction pauperism is the art of getting sight to do what you fatality them to do because they want to do it.Dwight D. EisenhowerLike a little kid existence given a chocolate on standing first in his curriculum or a big hug for doing slightlything good uni convention dower or so superstar, or cleaning the place after playing, takingss whether fiscal or non-m acetary post be signifi notifyt tools for the motive of employee and a decreed step towards the value of his consummation an boosting his morale. Jack Zigon (1998) defines rewards as something than growings the frequency of an employee action.Its a common honoring that most of us dont perform our tasks exhaustly, non because they atomic number 18 difficult just now because of low interest or pauperism to perform that task. The desire or demand is undeniable for the performance of an activity. Kleinginna and Kleinginna (1981a) defines motivating as, intragroup state or condition that activates demeanor and gives it counselor desire or want that energizes and directs determination-oriented conduct influence of of necessity and desires on the intensity and direction of behavior.BackgroundGatlin, Rebecca (1997), joints that a good and attractive reward program is necessary the employees in pronounce to maked them oppositewise the unmotivated employees allow not perform their tasks correctly and leave ultimately affect the comp some(prenominal) in a negatively charged way i.e. decrease in profitability. Organizations performance is dependent on the employees who spirt for it, so in tell a position to get the better and quality getup, rewards domiciliate a lot in this part, so it is essential for ecesiss managers to make rough-and-ready and attractive reward programs to motivate their employees, Deeprose (1994).Gregory P. Smith, author of book Dynamic ways to Reward, Energize Motivate Your Teams, states in his book that rew ard and recognizing the grow of the employees makes them happy, de expirer them concern line security and they contri scarcee to a greater extent towards the musical arrangement.Edward E. Lawler one-third (2003), With the right combine of reward system practices, masses will be motivated to excel, and those who do excel will be motivated to stay because they will be highly rewarded. This is the foundation of the virtuous spiral, in which twain sides win and take a crap success for each other.In Pakistan human re bug departments be seen except in those organizations where technology is rigorously applicable or which atomic number 18 highly knowledge organizations. The telecom sphere of Pakistan has shown tremendous growth in youthful categorys and its every because of using up to date technology and the word meaning of free-enterprise(a) and innovative human resource practices. Becker and Huselid (1998) supports that for having the competitive advantage for any bus iness Human resource is basic source to get it.The organizations in the telecom sector of Pakistan atomic number 18 the structures that provide their servings supported by the human resources. The most principal(prenominal) factor in the deliin truth of the beaver quality service is the need of the employees on the individual direct as fountainhead as on the group level. In to twenty-four hour periods innovation of disputation to deliver best service in order to satisfy customers it has obtain very difficult in fact organizations take it as a chall(a)enge to motivate employees in order to get best output from them. The telecom sector of Pakistan plays a powerful fictitious character in its economy. beautiful professional operate delivered by the employees of the telecom sector of Pakistan can construct a constructive and everlasting image in the eyes of their customers.several(prenominal) studies show that rewards run through a huge impact on the job rejoicing and motivation of the employees. Beer (1984) governs that for go along management it is the top most function to develop a strong cocksure relationship betwixt the organization and its employees in order to carry out the continuous ask of both i.e. organizations and employees. Organizations want their employees to follow the organizations rules and regulations i.e. scat according to the standards that be world organise for them, and as a number of it employees want from the organization good workings environment, good salary, good behavior, job security, delegation of authority. For organizations witnessing to deal with these expectations of employees is required.Nel (2001), argues that those employees that argon motivated and be fully aw ar of the organizations goals, that provide the organizations benefit, will divert their all hard work and devotion towards those goals. jibe to Flynn (1998), that these days organizations sympathise the great gains derived by linking rewards whether monetary or non monetary to their business strategy. The telecommunication sector of Pakistan is offering several benefits and rewards to its employees so that employees feel motivated and wait satisfied with their jobs and improve their performance in order to compass organisational goals.ObjectivesThe basic objective for carrying out this query is to measure the impact of rewards in the most fast suppuration sector of Pakistan i.e. Telecommunication sector Pakistan on the motivation of its employees.SignificanceThe significance for carrying out this research is that whether the employees in the telecommunication sector of Pakistan argon satisfied with their organizational reward system or not. And which reward type they appreciate the most whether the monetary rewards or the non monetary rewards.Review of LiteratureRewardsJack Zigon (1998) defines rewards as something than increases the frequency of an employee action.In order to treating the employees of the organization right, rewarding them properly is one of the consequential components. Organization which is growing healthier provides its employees the opportunity to grow and prosper. In todays highly business competitive environment win-win relationship is important that forms the right treatment of employees by the organizations. scheme of rewarding employees when performance is not good cannot prevail for long, hence rewarding for good performance encourages employees to continue their performance and improve their skills and knowledge day by day to contribute exactingly towards organization, Edward E. Lawler III (2003).ACCEL team maturement says that for improved and better output from the employees rewards act as catalyst. Rewards are part of the organization and management should pay especial assist towards them rewards should be quick, significant, link up to performance, compatible with job measurement and irrevocable. Rewards should be given fairly, if in that respe ct is some factor of unrealistic distribution of rewards like well-favored promotion of the discrimination basis, it will encounter a negative impact on the motivation of the rest of the employees.Searle, John G. (1990), getting the satisfaction of the employees over the rewards that are being offered to them id a difficult task, organization has to learn to manage those things which creates feeling of dissatisfaction among employees Employees satisfaction towards reward in comparison of what he expected and how practically he bugger offd secondly is comparing his rewards with other stack of same jobs in the organization, overestimating his own performance as compare to his colleagues. So rewards should be knowing in full justice by the management of what they are victorious from employee and what they are giving to him for his input, and they should be fully defined to the employees so that on that point may not remain any chance of misconception. This plays important rol e in creating feeling of satisfaction or dissatisfaction.Cameron Pierce (1977), states that every business use rewards like salary, promotion, and other types of bonuses to encourage employees towards high level of performances.Types of RewardsAccording to Syedain (1995), there are two schools of thought for rewards at the workplace, one is to say THANK YOU in any way, verbal, non-verbal, via certificate etc other is to give a concrete rewards that create an impact. in that respect are two types of rewards monetary rewards and non-monetary rewards. Employee reward programs design requires a balance between monetary rewards andnon-monetary rewardsto provide incentives and benefits to the employees.pecuniary rewardsMarcia Moore, M.S.S.W.(2010), says that monetary rewards are those rewards that are being given by the organization in the form of cash, or through cheque or some other way of financial transaction for achieving the sales goals, providing best quality, providing big(p) p erformance in a difficult situation or delivering a project report in the best way.Gratton (2004), states that motivation is determined by both monetary and non-monetary factors, g superannuated has come to play an overly important role in our thinking about the causes of behavior. In most companies very limited time and effort are spent on considering non-monetary sources of motivation. notes is an important factor in motivating people as we live in a money motivated world. According to Peter Drucker (1974), there is not one shred of evidence for the allege turning aside from material rewards. Antimaterialism is a myth, no matter how much it is extolled. financial rewards have so much importance that if no proper attention is remunerative to them or ignoring them will act as demotivator. He further says, sparing incentives are becoming rights kind of than rewards.ACCEL team development argues that monetary rewards cannot be remunerated by the non-monetary rewards (human rela tions). Famous companies like Microsoft, IBM are to some level a go forth of monetary motivation. Financially rewarding employees increases their motivation levels, which results in increase in the output, creating to a greater extent than profits and those profits should be circulated backrest to the employees who are actually responsible for it.Non-Monetary RewardsMarcia Moore, M.S.S.W., (2010), non-monetary awards includes certificate, a word of thanks from executive program or manager, flexible schedules, a day off, acknowledgment of birthdays, and free lunches or dinners to celebrate team work success.Pfeffer (1998), People do work for money but they work even more than for meaning in their lives Companies that slew this fact are essentially bribing their employees and will pay the price in a lack of loyalty and commitment.Sherry Ryan ( formulation Specialist, Weyerhaeuser Company), says that non-monetary rewards play important role in improving employee performance. Usi ng proper attractive and communicative method of non-monetary rewards leaves a positive impact on the employees and improves employees performances in contrasting dimensions. Such types of awards are inexpensive to give to employees but worth a lot when employees receive them.Bob Nelson (2004), saying thank you to your employees or appreciating their performances when something good is done, is extremely important factor that should be recognized by the managers. According to him 78% employees say that they feel more motivated and happy when their manager appreciates them.According to research conducted by, Allen and Helms (2002), expressions of appreciation and praise by the managers give employees encouragement. American Society for Training and Developments (ASTD) research proves that non-monetary awards work as an important factor for keeping reign of top performing employees.MotivationMotivation is derived from a Latin word, movere, which means to move.The author of book Mo tivation, beliefs, and organizational transformation (1999), Dr. Green and Butkus (1999), says that motivation is derived from a word motivate, which means to move, push or persuade to act for red-blooded a indigence. Further motivation can be explained as playacting of such forces within a soulfulness that cause a stimulant of effort, direction and goal direction.Motivation is the total involvement of a soulfulness in his tasks to carry out with dedication, devotion, happiness, excitements, and voluntarily, Mol (1992).Theories on MotivationThere are two classes of supposition of motivationContent Theories Content similarly called as need theories of motivation basically emphasis on internal factors of an individual that strengthen and gives the direction to the behavior.Maslows Hierarchy of requireAbraham Maslow (1943, 1954), unsatisfied needfully creates demotivation, there are following necessarily that must be satisfied, these are called as deficiency postulate. As th ese needs are fulfilled the person is satisfied and move towards growth and self actualization.Physiological needs These are the basic needs for example food, water, air, and all other things that are necessary for the survival. In order to enhance workplace motivation by achieving the aspire of fulfilling the needs of employee give proper breaks for lunch, and offer such salary to employees that modify them to buy basic needs of life. Provide ample breaks for lunch and convalescence and paysalaries that allow workers tobuy lifes essentials.Security needs it includes security regarding the physiologic environment, living in a safe area, medical insurance, job security. These needs can simply be fulfilled by giving all these securities to employees.Belongingness needs it includes friendships trust and satisfaction, feeling right in a group, giving and receiving care and love. It can be achieved by generating a feeling of acceptance. watch needs It includes recognition, attention, kindly status, accomplishment, self-respect. It can be achieved by recognizing the achievements of the employee, by appointment them some projects, make them feel important and valued asset for organization.Self-actualization needs it includes ones own potential, creative capabilities etc, it can be achieved by offering con essay and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals.Alderfers ERG suppositionThe Alderfers ERG theory (1969), is an extension of Maslows theory of needs. He suggested that needs can be divided into tierce components existence (similar to physiological needs and security needs), relatedness (similar to belongingness needs and esteem needs) and growth (similar to self-actualization).It differs from Maslow hierarchy of needs theory in a way that according to Alderfers it may happen that more than one need may be motivated at the same time, lower motivators is not necessary to be significantly fulfi lled before moving towards higher(prenominal)(prenominal) motivators, the order of needs may differ from person to person, there is a frustration- regression principle and according to it if high order need is thwart a person may regress to increase the satisfaction of a lower need which appears easier to satisfy.Frederick Herzbergs Motivator hygienics theoryHerzbergs motivator hygiene theory (1959), is about related to Maslows theory but it is more closely related to how to motivate individuals at their workplace. According to him individuals are influenced by two sets of factorsHygiene factors These are said to be lower level of needs by Herzberg.Motivator factors These are said to high level of needs by Herzberg.According to him see hygiene factors will not motivate individuals to put their effort or to improve their performance, it will just attend to them from being getting dissatisfied, but if motivator factors will be feature with this it will help individuals to motivat e.McClellands Learned needs theory acquireMcClellands theory states that individuals learn needs from their culture and life experiences. There are cardinal basic needs of an individual train for affiliation (n Aff) It is the need of establishing social relationships with the people, communities, getting accepted by them.Need for power (n prisoner of war) It is divided in two parts, desire to control ones environment and second to influence others.Need for achievement (n Ach) It involves the aspiration to take accountability, set challenging goals and get feedback of their performance.McClelland states that a person has full strong capability in any one of the above categories, thus it has prospective to motivated people that leads to satisfaction. Management should conceive these needs of the individuals and then structure their jobs to satisfy them. Those who have high n Aff such people perform well in customer service jobs or where customer interaction is involved. Those who ha ve high n Pow management should provide them the opportunity to manage others. Those who have high n Ach such people should be given challenging but accomplishable goals.Process Theories These theories of motivation focus on known human conclusion behaviors for the explanation if motivation. These theories determine that how an individuals behavior can be energized, maintained in willed and self directed cognitive process. succeeder Vrooms Expectancy TheoryVictor Vroom (1964), theory is based on three beliefsValence is the campaign of the expected outcomes of an individual are attractive or unattractive.Expectancy is the put under to which employees believe that they are giving enough effort that they will achieve the target of given level of performance.Instrumentality is the level to which employees believe that achieving a given performance level result in the form of authorized reward.Motivation = Valence x Expectancy (Instrumentality)If even one of these is nonentity the employee will have not motivation for the task, so managers ensure increase in effort will improve performance and improved performance will result in high rewards.The theory says employees have different goals to achieve and can be motivated if they believe that there exists a positive correlation between efforts and performance, good performance will result in a reward, and this reward will satisfy an important need, and the heed for satisfying that need is powerful enough to make effort valuable. equity TheoryEquity theory was first time developed by John Stacey Adams in 1963. Individuals in the society make comparison of their efforts (inputs) and rewards (outputs) that they get. The candor regarding the rewards influences the level of motivation of individuals a lot. Equity exists when individuals identify that the ratio between there efforts and rewards is similar to whom they are comparing.Individuals Rewards (output) / Individuals Efforts (Input) = Other persons Rewards (o utput) / Other persons Efforts (Input)Similarly unfairness occurs when there is variance in ratio in comparison to others. injustice has two typesUnder-Reward this type occurs when an individual starts believing that he is putting more efforts as compare to others, but receiving the same rewards that others are getting for relatively little effort.Over-Reward this type occurs when an individual starts believing that his equity ratio is higher other individuals. Thus getting more rewards by putting less(prenominal) efforts.Under-Rewarded individual may get motivate to do more work to meet his performance level while on the other ease up he may get dis-hearted from this. Over-Reward individual start putting less efforts as he may assume that he is getting much more rewards from little effort. For managers equity theory states that rewards should be fair to all employees.Gary Latham and Edwin Lockes goal prospect theoryE. Locke and G. Latham (1990), states that goals are importa nt factors in bear upon the behaviors and motivation levels of employees. Motivated behavior of employees can be achieved by setting challenging goals for them that usually involve the quantitative targets. Such goals of performance are more good than those in which you just say, you did a great job, well done. Researches have shown that challenging goals are more motivational than any other goals that are easily achievable. The more the dedicated is employee the more he will put his effort to achieve those goals. Researchers show that individuals that perform in goal setting have increases goal commitment. If an individual has high self-efficiency he will respond more positively to achieve goals alternatively than those who are low-efficient.B.F. Skinners financial backing TheoryIn Reinforcement theory B.F. Skinner (1957), considered a motivation theory along with learning theory. The theory state that motivated behavior is the outcome of reinforces which are actually the result ants from the behavior that cause it more liable(predicate) to occur again. It further says that it is essential to measure the consequences of behavior rather than to understand cognitive or processes motivation. Such behavior that was previously rewarded will be continued in future as well from an individual rather than that behavior which was not rewarded or for which he was being punished. The theory suggests to managers that they can handle the behavior modifications by reinforce desired behaviors and punish undesired behaviors.Need for motivationThe satisfaction or the dissatisfaction levels of an employee are directly comparative to his good or bad performance. Employee dissatisfaction may lead to poor performance. Petcharak (2004), it is the responsibility of the human resource management of the organization that employee may not displease from his job, so HR management should take steps to motivate employees differently employees will not perform up to expected standar ds of the organization. Cheng (1995), says that it is one of the larges example challenge for service providing organizations to motivate their employees in order to satisfy their customers. The HR departments major task is to develop strategies to motivate its employees.Human capital rather than financial capital plays a significant role in meeting the goals of the organization. It is the responsibility of the top executives to motivate the employees of the organization. Human capital is the basic source of competitive advandage for any service providing organization these days. Organizations which actually pay attention towards the motivation of its employees assures its success, Dale Carnige (1985). This shows that employees who are motivated are best for the organizations to attain its goals, it is the craft of managers and supervisors to motivate them, Roberts (2005).According to La Motta (1995), motivational arousal causes an employees interest to complete its project, achi eve all those goals that are being set for him. Different people are motivated by different ways, one thing that is creating motivation to one person might not create to other, because there is difference in motivation levels of every individual.Baron (1983), agrees with Maslows hierarchy of needs, that there are some natural factors of motivation that if provided to an individual will motivate him like security needs, esteem needs and self actualization needs.Importance of Rewards and MotivationSearle, John G. (1990), rewards are basically to motivate the behaviors of employees towards their work. Rewards should be given as a result to useful performance. Following are some conditions that are necessary for the creation of motivation among employeesEmployees must have faith that their effective performance will surely be appreciated and rewarded.The rewards that will be being offered by management are attractive.The believe of employees that their effort is actually contributing worthwhile to attain the organizations goals.Organizations must pay attention towards the Monetary as well as Non-Monetary rewards, because the balanced combination of both creates motivation. An individuals goals and organizations goals are independent goals that are linked by the work motivation. Individuals provide their services to organizations to attain organizations goals in order to meet their personal goals. So, we can say that an individuals goals are directly proportional to the organizational goals.Robert (2005), while studying the Barons work (1983) reports that motivation not only can influence the performance but the performance can also be influenced by rewards, i.e. direct rewards to rightful(a) performance. Total reward system is the system in which salaries and other rewards are given to the employees on the basis of their performance. Therefore, total reward system is one of the important element, Wilson (1994).Mosley, Megginson, Pietri (2001), reports that the there are three levels of employee motivationBehavior the direction of those behaviors of an employee that he selects to perform.Effort the level of willingness of an employee to put their effort on their work. assiduity the level of willingness to work regardless of difficult situations.In Pakistan telecommunication sector is facing big changes for last few years, not only their customers are increasing but also the services are increasing. They reported from a research conducted by them that employees in telecommunication sector give more importance to pay and promotion than training, and pay and promotion gives a positive impact on their job satisfaction and motivation, . Kashif u Rehman et al., (2007).Theoretical exemplarProblem Statement shot 1There is a positive relationship between rewards and motivation in the employees of Telecommunication sector of Pakistan. definitionRewards are things that boost some ones morale to do something it is observed in our daily life that whe never an individual or a team is being given reward for their good work the motivation of the employee increases to do more good work in order to get more rewards. supposition 2Monetary rewards cause more employee motivation than the non-monetary rewards in the telecommunication sector of Pakistan. expositionReward in the form of money attracts people more rather than any other reward in form of just appreciation or a certificated. This hypothesis will test that whether it is true or not in the telecom sector of Pakistan.Hypothesis 3There are significant differences in effects of biological variables on employee work motivation in the telecom sector of Pakistan.ExplanationThis research hypothesis will find answers to such questions asWho were more motivated male or female?Which age group people were more motivated?Who were more motivated new or old employees?Married people had more motivation towards work or individual?Sales people are more motivated as compare to rest of the peo ple at different designations?Research Methodology motherfucker for data appealingnessThe tool for data collection for this research is survey. And for the nominate of doing surveys place questionnaire is designed. This method of data collection is chosen because it has geographical flexibility, undemanding sample accessibility, saves time, and cost, anonymity and respondent convenience to reply.Design of QuestionnaireThe research questionnaire consists of three partsPart I It consists of personal information of the subject, such as gender, age, designation, working experience, marital status and education.Part II It is designed for the collection of data about the independent variable i.e. Rewards (Monetary Rewards/Non- Monetary Rewards).Part III It is designed for the collection of data about the dependent variable i.e. employee motivation.Units of observationThe units of observation are the employees of different companies of telecom sector of PakistanMobilinkUfoneTelenorWar idZongWateenWorld forebodeWi-TribePakistan telecommunication LimitedThe sample includes all categories of employees.Sample SizeThe sample size for data collection is 1000.Time DimensionThis study is a cross sectional study.Scale / Scoring of questionnaireTe Likert scale is use for the collection of data. Likert scale is basically a 5-point scale which consists from 5 to 1.For positive statements scoring isStrongly Agree = 5Agree = 4 torpid = 3Disagree = 2Strongly Disagree = 1For positive statements scoring isStrongly Agree = 1Agree = 2 deaf(p) = 3Disagree = 4Strongly Disagree = 5 resultQuestionnaire will be spread out among the employees of telecommunication sector of Pakistan via mail questionnaire in their workplace. Instructions and grantee of confidentiality of the personal information will be ensured.Data analysisFor the descriptive analysis SPSS (Statistical Package for Social Sciences) magnetic declination 16 or simply Microsoft Excel 2010 will be apply.For finding out th e correlation between the Rewards (independent variable) and employee motivation (dependent variable) Pearson Correlation Coefficient will be used.For finding out the correlation between the Financial Rewards and employee motivation and Non-Financial Rewards and employee motivation Pearson Correlation Coefficient will be used.For the analysis of the differences in employees work motivation based on the personal characteristics (biographical) ANOVA will be used which is used to measure the significant differences between the variances.Expected ResultsThe various researches that have been carried out in various sector in different countries of the world reports that rewards have a positive impact on employee motivation.In 1997, Carolyn Wiley compared the result of previously held four surveys that were conducted on motivation of employees in year 1946, year 1980, year 1986 and year 1992.The survey that was conducted in 1992 resulted that in todays world employees are motivated by mone tary rewards. Employees chosen salary as the top most motivating element. The research said that salary is a monetary reward with a natural influence.Limitations small(a) response rateLow completion rateCannot catch verbal behaviorCannot use extended questionnaire

Modernisation of the Royal Mail

Modernisation of the violet postal serviceThis report has been conducted to analyze and critic eithery evaluate the modernization of the kinglike light. In doing so it leave analyze the governings activities and conduct using theory to discuss its impacts.2.0 ObjectivesInvestigate how modernisation was mean and implemented and evaluate its potential rank and deal with opposite factors to the spayClarify how to establish when the planned throw has been completed and how its in effect(p)ness should be measured3.0 IntroductionOrganizational alterSignifi skunkt organisational inter potpourri occurs, for example, when an shaping compounds its boilers suit strategy for success, adds or removes a major section or practice, and/or wants to deviate the precise nature by which it operates. It withal occurs when an arrangement evolves finished various life cycles, just very(prenominal) populate mustiness successfully evolve through life cycles. For organizations to develop, they oftentimes must undergo profound miscellany at various points in their development. Thats why the topic of organizational transplant and development has wrick general in communications about business, organizations, go awayership and management (McNamara, 2010). This is con self-coloreded by Richard Whittington and Michael Mayer (2002) argument that adaptive reorganization, the ability to redesign complex body parts frequently, is now critical to organizational performance.Organisational turn has three models (Jawad, 2010)Incremental flip Model The Incremental change model arouses that individual parts of an organisation deal incrementally and separately with peerless problem and matchless goal at a time (Burnes 2009).(Jawad, 201019)Punctuated counterbalance Tushman and Romanelli (1985, cited in Pass much Woodman, 2005, p207) state this model assumes that fundamental organizational change occurs in short periods of discontinuous, basal change , which punctuates long eras of relative stability typified by incremental, convergent changes (Tushman Romanelli, 1985)(Jawad, 201020)Continuous Transformation model of change Only by continuous change and adaption entrust organisations be able to be aline with their environment and thus survive (Burnes, 2009354)(Jawad, 201021)History of the purplish send offThe regal commit was reorganised in the 1930s and again in the 1960s. eventually it became a public corporation in 1969. Restructuring continued in the mid-eighties and 1990s, with the separate telecommunications section being privatised in 1984. In 2001 the Post region became a public limited company (PLC), named Consignia which was replaced by the over-embellished Mail brand in late 2002 (Royal brandgroup.com, 2010).The company primarily operates in the UK. It is headquartered in London, the UK and employs 193,000 people. The group recorded revenues of 9,179 meg during the fiscal yr ended treat 2007, an increas e of 1.4% over 2006. The operating freeing of the company was 10 meg during fiscal class 2007, as comp ard to the operating profit of 145 million in 2006. The net profit was 286 million in fiscal year 2007, a decrease of 27.6% as comp bed to 2006 (Datamonitor, 2008).4.0 Reasons for changeTransportation costs capital of Minnesota Bateson, Royal Mails managing director, logistics, said There is a marked difference amid the price we conceptualise we should be paying for rail services and that which was on the table. Quite simply, separate forms of transport green goddess give us the same benefits, in bourns of flexibility and quality, nonwithstanding at a write down cost (Independent.co.uk, 2003).In competency The Royal Mail is the third most incompetent postal service operating in the UK with an estimate of 40% less efficiency . The European couriers already get hold of automatically sequencing machines which sort 90% of the garner they deliver at operates at a lower c osts whilst the Royal mail operate a walk-sorting and walk-sequencing procedure which only sorts 70%. (Hopper et al 200847).Competition The Royal mail cases competition from the digital media. The royal mail reported losses of euchre million in 2007-08 (Hooper et al 200848) technology This has led to reduced volume of sales (Hooper et al 2008). The way in which guests communicate has altered to online, email, mobile telephony, text messaging and digital publicise as they have low marginal costs, flexible and faster. It is estimated that the substitution from postal to alternative digital media reduced its operating profits by 500 million in 2007/8 (Hooper et al 200848)(Hooper et al, 20089)Pension Deficit Royal Mailhas a found a 10bn black hole in its retirement postbag, the biggest pension deficit in UK corporate history (guardian.co.uk, 2009).(Hooper et al 200855)Universal service The cosmopolitan service is important to the UKs economy as it enables trade (Hooper et al 20 083) in 2008 Royal Mail reported that the universal service had made an operating loss of 100 million.Strained traffic In 2007 over 67,000 employee days were mazed as a go out of industrial achievement (Hooper et al 200856). The consequence of this was the loss of contracts including Amazon (Guardian.co.uk, 2009). trimings practises The organizations running(a) practises are outdated, as a result act as a barrier to their efficiency (Hooper et al 200851). The employees are able to blockade their morning rounds up to three hours early (Hooper et al 200851) and continue to be paid until the end of their shift.5.0 Lewins group dynamicsLewin research in this celestial sphere has been cited as one of his trounce-known research topics.In this study Lewin, along with Ronald Lippitt, looked at the effects of democratic, autocratic, and individualistic methods/styles of drawing cardship on group social system and the behaviour of group members.Results showed numerous insights in to group structure.Also groups with efficient change that occurred in democratic ways head teacher to superior group results. boss results were found with the basis that as all individuals can participate and become an identifiable part of the group, change is to a greater extent easily accepted (Kariel, 1956). roots that contained more despotical structures were found to be more rigid, hindered creativity and lead to impaired decision making growthes.Groups that contained laissez-faire styles were found to be very inefficient and unproductive (Daniels, 2003).Overall results of these three leadershiphip styles showed that democratic leadership styles lead friendliness, conscientiousness for group members, and more originality than the other leadership styles (Buchanan et al, 2004).Autocratic and laissez-faire groups showed significantly greater amounts of discontent, hostility, scapegoating, and aggression than the democratic leadership style. Lewin concluded that changes resu lted non from individual differences but from group dynamics.He in addition emphasized occupy to facilitate and guide change, as autocracy is imposed on individuals, but democracy is call fored (Smith 2001).With the Royal Mail being under the check up on of the UK Government it can be argued that they are submited to a more authoritarian leadership structure. Unlike a corporate business organization where decisions are made by senior management, in the Royal mail decisions must be made in consideration of the UK budget, strategies and actions are all subject to parliament, leaving management in the Royal Mail with lesser causalitys to do their stock.6.0 Planned Emergent changeLewins (1951) three-stage model of unfreezing, movement, and refreezing often underlies planned change. This planned approach to change is long established and held to be highly effective by many (Burns, 2004), but it has been criticized at least since the early eighties (Kanter, Stein Jick, 1992). Fi rstly it tends to ignore that environmental factors in which an organization is locate may be inconsistent with planned change initiatives, apparently assuming that organizations can move in a pre-planned manner from one persistent state to another (Bamford Forrester, 2003) in ways that are not potently impacted by outside factors. Royal Mails initial efforts to implement change were of a planned nature, Weick (1999) suggests that organization change is a more open-ended and continuous process than a set of pre-identified self-contained events.Emergent change emphasizes that change should not be perceived as a serial of planned linear events within a given period of time. Rather, it is best viewed as a continuous, open-ended process of adaption to change circumstances and conditions (Burns, 2004).7.0 shelter to changeWhere change is incremental and aims only at organisational realignment, it can be viewed as adaptive. Where much(prenominal) incremental change is more punctu ated, but inactive aiming at organisational realignment, it is known as reconstruction. The process of reconstruction is more liable(predicate) to result in employee resistance than adaptation be relieve oneself such significant changes in business processes could negatively impact upon the components of some employees. However, unlike transformational change, whether this happens incrementally or in a punctuated fashion, adaptation and reconstruction are less credibly to have either an organisation wide impact on employees or overlook a paradigm shift in thinking. Evolution and revolution, on the other hand, do require such a shift because they can shoot significant shifts in organisational culture and may also have thickset impact on job roles and even redundancies (Balogun and Hailey, 2004).The change plan suggested by the Independent Review of the Royal Mail involves the political legal separation of the Royal Mail to provide it get out commercial confidence, the separa tion of the Royal Mail from the Post Office, the transfer of the Royal Mail Groups pension risk to the government, a strategic investment in modernisation, and the use of a strategic confederation between the Royal Mail and a personal sector firm to do bring about the change process. This is distinctly indicative of rude(a) change, such that it is no surprise that not only are the forces for and against very strong, but they are equally matched between those desiring changing (management) and those opposing it (employees and their representatives). To effectively manage employee resistance to change at the Royal Mail, a identification total of solutions can be suggested. In presenting these solutions, it should be emphasized that management at the Royal is required to manage through revolutionary change. Here, the speed of the change process adds to the impact that the change initial leave behind have on the firm, also creating greater levels of fear, suspicion, uncertaint y, and ultimately, resistance.First, effective leadership is a critical constituent of effectively implementing change that the Royal Mail. According to Bennis and Nanus (2003) The impudently leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into cistrons of change (p.3). In this respect, effective leaders are not only verbose in their motives and actions (Nanus, 1992 collins, 2001), but also they are the ultimate agents of change. Here, emotions look a central role. As Boyatzis and McKee (2005) state Even if they get everything else just decently hand, if leaders fail in this primal task of driving emotions in the right direction, nothing they do bequeath work as well as it could or should (p.3). This can be especially important during periods of transformational change, and especially the revolutionary change proposed at the Royal Mail. Here, leaders not only essential to have personal competence in the form of em otional competences such as transparency, but also social competences such as empathy and organizational awareness (social awareness competences), but also conflict management and mystify building (relationship management competences) (Goleman et al., 2002). As Boyatzis and McKee (2005) state Great leaders face the uncertainty of todays world with hope they inspire through clarity of tidy sum, optimism, and a profound belief in their and their peoples ability to turn dreams into reality. Great leaders face sacrifice, severeies, and challenges, as well as opportunities, with empathy and compassion for the people they lead and those they serve. Whilst the current predicament for employees is stark, a visionary, inspirational leader will be able to communicate the long-term, optimistic view of the Royal Mail that is, an organisation where employee pensions will have been secured by the Government, a more efficient work environment and organizational structure that will enable emplo yees to develop through greater investment and innovation by management, as well as greater job protective covering for those that remain. Whilst this does nothing to quell the resistance amongst those that believe they will not be chosen to remain, the Independent Review clearly highlights that the change has to happen or the Royal Mail Group will not be able to continue in its current format. lead has to emphasize how it can financial aid get the company and its employees through a bad situation in the best possible way.Second, change agents can be particularly effective in helping to overcome employee resistance. The change agent starts out where the strategist left off. They are charged with making change programmes a success at the effectuation stage. With information scarcity and poor communication being a central factor make employee resistance to change, the change agent is an important part of the communication process between management and employees. The use of chang e agents can have a particularly strong effect because of their impact on relationships. As Tierney (1999) states good relationships between supervisors and employees, and among employees and their aggroup members, is associated with employees perceiving that they work in a context characterised by risk-taking and departure from the status quo, open communication, trust, operational freedom, and employee development, five of the necessary conditions for the number of individual and organisational change (p.129). turn agents thereof play an important role in building a psychological climate that is conductive to change (Schneider and Reichers, 1983 Porras and Hoffer, 1986 Tierney, 1999). As a general rule, internal change agents are no more successful in implementing change than their external counterparts. The appropriateness of choosing one over the other depends on the nature of the change, the change outcome, and specific organizational circumstances. An external change agen t may benefit the firm by providing experience and advice found on knowledge developed during other change processes that the firm itself is not privy to. The external change agent is also an appropriate choice where employees do not trust management. Alternately, the internal agent may be more sensitive to and knowledge about local anaesthetic conditions within the firm, helping the agent to communicate in a more appropriate manner. This may help in persuade employees that would not be prepared to listen to external change agents that have no vested elicit in them as individuals (Balogun and Hailey, 2004). In the case of the Royal Mail, the problem is that management and employees have a very bad relationship, with employees having a stronger relationship with their concretions. As such, unions may be one of the best potential agents for change, even though these have been one of the biggest problems impeding innovation and change in the past.Finally, it has often been suggest ed that change management is more successful when a pilot of the proposed change is carried out in order to assess the potential problems that could be faced, alter the organization to re-engineer how the change process is rolled out (Balogun and Hailey, 2004). However, this would be difficult for the Royal Mail because the change it is facing is revolutionary. Such change provides subatomic time to test out diverse change scenarios.8.0 Force expanse outlineFigure 1 is a force field analysis to illustrate why Royal Mail employees may resist change. This highlights not only how difficult it will be to achieve change without significant employee resistance, but also the reasons why relative tensions exist. The rationale for employee resistance is based on the potential for significant job losses, the loss of union power following a restructuring, and the potential costs and disruption that this may cause to employees and customers.Significant job losses anticipated The transforma tional changes made to date, which are brush aside in comparison to what is needed, have resulted in over 40,000 job losses. The proposed change in the Independent Review would mean a significant number of additional job losses, most of which would happen in the Royal Mail, not the Post Office. With the power of the major unions in the postal sector, such job losses will be met with fierce resistance and most likely some industrial action. As such, it has a 5 rating.Weaker union couch because of restructuring The relationship between the unions and the management at the Royal Mail Group is extremely poor, not only because of the power of the unions and their propensity for industrial action and heavily resisting almost any form of management change, but also because of the ability of unions to take their complaints straight to Minister, circumventing management at the Royal Mail Group. The transformation would break up this arrangement and provide the Royal Mail with the autonomy and commercial confidence it needs, but it would also significantly bust the location of the unions. 5.Cost and disruption could reduce customer numbers The Royal Mail is relied upon to process and deliver 99% of the UKs post. The level of transformation required, the loss of staff, the inevitable industrial action that will be taken, and so by will not only be costly but will also damage the Royal Mails reputation and potentially reduce customer needs. 3.PlanStrategic partnershipbetween Royal Mailand private sectorcompanies to helpbring about changePolitical separation ofRoyal MailTransfer pension riskto government time interval of RoyalMail and Post OfficeStrategic investmentin modernisationMassive pensiondeficit needs tobe obstinateStructural declinein major productmarketsInefficient structureand poor labourrelationsSignificant jobslosses anticipatedWeaker unionposition becauseof restructuringCost and disruptioncould reducecustomers numbersForces for ChangeForces against Chan geEmployee resistance is not only reflected in the forces against change, but also the overall pressure of the forces in each direction. In this case, the seduce for forces against change is 13 whilst the forces for change also scores 13. Out of a possible score of 15, therefore, not only are there considerable forces against change, but employees are also being heavily resisted by the firm, which is pushing equally strongly for change. This increases the overall levels of employee resistance.9.0 Securing effective changeA professor at Harvard crinkle School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, Leading Change(Buchanan et al, 2004).Establish a sense experience of urgencyForm a steer coalitionCreate a vision fall the vision vest people to act on the visionCreate short term winsConsolidate improvements to produce further changeInstitutionalize new approaches early(a) models in management literature include Ulrich (1998) seven-steps, Eccles (1994) four step and Collins (1998) n-step guides, all of which echo the same principles as Kotter, vision, leadership, communication and involvement. (Buchanan et al, 2004)What is imperative to brand out the model effectively is a change leader. Change leaders can be thought of as persons who create enough disconfirmation in the organisation to arouse motivation to change (Bennis, Nanus, 1985). Change leaders should therefore have three characteristics if they are to arouse motivation to change and learnCredibility whatever they say must be believedClarity of vision Whatever they say must be clear and make senseAbility to articulate the vision They must be able to state verbally and in writing what it is they perceive and what the implications are for the future of the organization (Schein, 1999).In implementing Kotters (1995) 8 steps to change the Royal Mail can follow these actions.1.Examine opportunities that should be, or could be, exploited.Identify po tential threats, and develop scenarios show what could happen in the future.Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.Request support from customers, outside stakeholders and sedulousness people to strengthen the argument2.Identify the true leaders in the organization.Ask for an emotional freight from these primal people.Work on team building within the change coalition.Check the team for weak areas, and check that there is a good mix of people from different departments and different levels within the company.3.Determine the values that are central to the change.Develop a short summary that captures what is seen as the future of the organization.Create a strategy to execute that vision.Ensure that the change coalition can describe the vision.4.Communicate the change vision.Openly and honestly address peoples concerns and anxieties.Apply the vision to all aspects of operations from training to performance reviews. Tie everything back to the vision.Lead by example.5.Identify, or hire, change leaders whose main roles are to deliver the change. sense of smell at the organizational structure, job descriptions, and performance and compensation systems to ensure theyre in line with the vision.Recognize and reward people for making change happen.Identify people who are resisting the change, and help them see whats needed.Take action to readily remove barriers.6.Look for sure-fire projects that can be implemented without help from any strong critics of the change.Thoroughly analyze the potential pros and cons of the targets. Reward the people who help the organization meet the targets.7.After every win, analyze what went right and what needs improving.Set goals to continue building on the momentum achieved. gibe aboutkaizen, the idea of continuous improvement.Keep ideas fresh by bringing in new change agents and leaders for the change coalition.8.Communicate the supercharge at every opportunity. Tell success stories about the change process. involve the change ideals and values when hiring and training new staff.Publicly recognize key members of the original change coalition, and make sure the rest of the staff new and old remembers their contributions.Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.ConclusionThe Royal Mail is in a position where change is a necessity to survive, and it must do so quickly. The organization requires better communication from its leaders to enable a joint commitment of its managers and workforce. To enable this it must separate from political leadership. It is essential that a new change strategy is formulated which fits the circumstances.Progress has been show through the parley Unions (2010) agreement which will help defuse employee resistance.Basic pay will rise by a minimum of 6.9 per centFurther payments will accompany the phased introduction of change in the w orkplaceThe CWU will play a full part in the introduction, deployment and review of changeThe working week will reduce by one hour with no loss of payRoyal Mail will remain a 75 per cent full-time industryExisting job security will be further enhancedFurther steps must now be taken to implement modernisation around the agreement, implementation of Kotters 8 steps of change can solidify plans which will help take Royal Mail into modernisation past the 3 year agreement.

Certain Omissions Regarded As Criminal Conduct In Scotland Law Essay

received Omissions Regarded As Criminal Conduct In Scotland justice Essay at that place are trusted restricted set in Scots Law that an slackness is regarded as barbarous pass on. The key question to look at is do we have a positive calling to act? In Scots Common law there is no sub judice responsibleness if one individual finds a nonher in peril to intervene and assist. barely in some circumstances a role will get up were hardship to intervene will result in criminal obligation3. So it is not what the impeach did it is what they did not do. The situations were such intervention is legally required fall into three categories that have to be examined closely with detail reference to specific crucial expressions. In addition expression at the consequence of the actus reus and the mens rea in relation to enamor subjects. The actus reus has no official description nevertheless it is the physical element of a crime, which includes conduct, omission or situation. The mens rea accompany by the actus reus would result in criminal liability.4To illustrate both in terms of omission I have highlighted specific drives that explain the signifi lavatoryce of bothThe first circumstances that a failure to act put up take a shit rise to criminal liability is where a dangerous situation has been created by the accused or where the prior actions of the accused has created danger5This image of omission generally follows a positive act, this whitethorn be criminal or not. In HM Advocate v McPhee (1935) the accused was super indictd with murder. McPhee had carried out a violent serious assault on a woman, beating her, repeatedly kicking her, knocking her down and left her unconscious(p) in an open field.6Lord Mackay upheld the murder strong belief on the drive that it could be asserted that the accused wickedly and feloniously exposed the woman dispenseless(predicate) of consequences to the inclemency of the weather, and if she died in consequenc e both of the beating and exposure7This pillowcase free-base the accused guilty of culpable homicide. In cases similar to McPhees an omission will not arise if it can be proven that the accused initial criminal actions caused the victims death. However because McPhees assault on the woman had emasculated her he had a responsibility to remove her from that situation or sanction her in the particular situation which the he had all ready created8An eventful case to highlight under this section is MacPhail v Clark (1983). This situation is a little more complicated as the actions of the accused are not criminal but instead his actions were negligent and reckless. However the actions that caused this situation may be regarded as criminal if they cause harm and in this case endanger lives.9The sodbuster in this case had set a move to burn straw in a field that was upwind from a dual carriage way. The go off had spread causing the smoke to look onto the road causing unfavourable v isibility. This resulted in two vehicles colliding causing injury.10The farmer was convicted of recklessly endangering the lieges.11It was highlighted that the farmer did nothing wrong in setting the fire in the field, it was the failure to look into that the fire was safe and would not spread. Reports found that the burning of the straw continue for at least twenty minutes and the farmer continued to plough right up until the arrival of the catch services.12The Farmer had done nothing to snatch the fire spreading and continued to allow it to spread onto the road without taking any action to let out the dangerous situation that he had created.The second circumstances that can give rise to criminal liability are where the accused status or contractual obligation results in a duty to act.13This status or contractual obligation is when a person in a mankind office or position or responsibility has a duty to prevent the occurrence of harm, fails to do so.14This means that an onloo ker is under a position and duties were they have a responsibility to prevent the criminal offense. If the onlooker fails to do this it may result in criminal liability.15Bonar and Hogg v McLeod (1983) highlights a failure to prevent an offense. Mr Bonar was an older and more experienced senior officer who by being present at the scene of the crime and failure to intervene led to art and part guilt.16Hogg the officer who assaulted the prisoner, grabbed him by the throat and pushed his arm up his back, then quick marched him down the corridor. The inordinateness of the force was unnecessary as the prisoner was neither resisting nor struggling with the officer.17During this offence Bonar did not only stand back and allow this to happen but was an active participant in the quick march down the corridor.18Bonar was regarded as art in part liable for the assault upon the prisoner.19The third and last-place situation that intervention is legally required is where a prior alliance am ong the accused and the victim which is such that there is a legal obligation to act.20An example of a special relationship would be a fetch and child. In fig up v HM Advocate the mother was charged with culpable homicide of her daughter by witnessing and countenancing criminal conduct.21The allegations made against Bone were that she wilfully failed to protect her child and also to ensure that her wellbeing was inviolable or seek medical attention for her injuries. However Bones evokeed the conviction and the appeal went in her favour and was quashed22. This was on the basis that the mental test pretend misdirected the jury by failing to give significant directions of the question of the sound astuteness of whether the appellant had failed to take the reasonable steps to protect her child and ensure her wellbeing.23 receivable to this it was found that there was a miscarriage of justice and allowed the appeal against the conviction.Another case of relevance is to look at th e relationship between a doctor and a patient. In this particular English case Adamako in 1993 was an anaesthetists in an eye operation were the tube from the breathing machine had been detached. Adamako did not notice this for roughly six minutes when the patient went into cardiac arrest.24During the trial Adamako was charged with manslaughter by coarse negligence, where the accused break downed a duty of care towards the patient that resulted in death.25Adamako appealed to the House of Lords were the conviction was upheld. Lord Mackay stated that stark(a) negligence depends on the seriousness of the weaken of the duty committed by defendant in all circumstances in which he was put when it occurs and whether, having regard to the risk of death moved, the conduct of the defendant was so bad in all circumstances as to amount in the jurys judgement to a criminal act or omission.26For an involuntary manslaughter by breach of duty to be proved firstly there has to be produce of the existence duty which was apparent in this case anaesthetists and patient. Secondly, a breach of duty resulting in death. This again occurred when the accused failed to see the detachment of the ventilator which led to cardiac arrest. Finally the jury must subscribe to the gross negligence as justified for a criminal conviction.27In HM Advocate v McPhee a case mentioned earlier it is important to consider the significance of actus reus and mens rea. McPhee omits to the assault on the woman so therefore this can constitute to the actus reas of the crime. McPhee had severely beaten the woman and therefore weakening her displace her in a dangerous situation which lead to her death.28Paterson v Lees is a case of relevance that highlights the significance of the mens rea applied in a case of omission. Paterson was charged with inter alia, conducting himself in a shamelessly unbecoming manner. Paterson was babysitting his neighbours children a 9 year old little girl and an 11 year old boy. The original statement made was that the appellant did conduct himself is a shamelessly indecent manner towards the female complainer old 9 and the male complainer aged 11 and did show them a get of an obscene and indecent nature which depicted acts of human sexual intercourse.29What was illustrated in the case was that the appellant had allowed the children to continue watching the video he omitted to stop the children viewing the video. The Appeal Court was unanimous in the decision that the charge of shameless indecency could not be committed in this way. The force here was that it was not a crime to permit children to view indecent material.30In common law shamelessly indecent conduct is an offence therefore it involves the element of mens rea. Therefore it must be proved that Paterson has the appropriate mens rea in this case it would be an intention to commit the offence this would involve switching on the material either intending to corrupt or demoralise or kn owledge that the material is liable to corrupt or deprave.31Due to this element of mens rea Patersons appeal was allowed.To conclude, the failure to act in some circumstances can under Scots law lead to criminal liability. When looking at omissions it is important to establish the requirements that lead to an omission and the elements of actus reus and mens rea. They all add vital roles in illustrating the complexity of being liable in certain circumstances and the wide variety of cases that involve omissions.

Guyana v. Suriname Analysis

Guyana v. Suriname psycho analysisFay-Anne R. HerodCASE BRIEFTHE VOTE a unanimous vote by each five judges H.E. Judge L. Dolliver M. Nelson President, prof Thomas M. Franck, Dr. Kamal Hossain, Professor Ivan Sheargonr, and Professor Hans Smit.THE FACTS Guyana gained independence from Great Britain May 26, 1966, and ratify the 1982 united Nations figure on the Law of the Sea (UNCLOS) November 16, 1993. Suriname gained independence November 25, 1975, from the Netherlands and ratify the UNCLOS on July 9, 1998.1The interrupties, Guyana and Suriname argon situated on the northeast coast of the South American unspotted with their coastlines adjacent and meeting at or cheeseparing the mouth of the Corentyne River.2In 1799 the land border mingled with Suriname and Guyana was agreed to by colonial administration to run along the west bank of the Corentyne River.3 In 1936 a mingled Boundary Commission fixed the northern end of the border at a incident signify on the west bank of th e Corentyne River, near the mouth, a point then referred to as Point 61 or the 1936 Point- the British and Dutch commission concluded that the oceanic boundary in the territorial sea should be fixed at an azimuth of N10E from point 61 to the limit of the territorial sea.4Guyana advocates using the equidistance method for ocean delimitation after obtaining independence, which resulted in a line following an azimuth of N34 E, whereas Surinames position was that the nautical boundary was to follow the N10line. The commonwealth overlapping claims were more or less 31 600 km.5In 1989, then presidents of some(prenominal) parties agreed that modalities for conjugation economic consumption of the border atomic number 18a should be established pending village of the border.6 Furthermore, a 1989 proportionateness led to a 1991 Memorandum of down the stairsstanding Modalities for handling of the offshore Area of Overlap mingled with Guyana and Suriname (the 1991 MOU), if represen tatives of both governments would meet deep down 30 days to conclude discussions on the modalities for reciprocal utilization of the gainsay rural area.7 The 1991 MOU was never implemented by Suriname, and the negotiations on joint utilization did non progress any come along.8 During MOU period, Guyana issued several concessions for oil exploration in the contend area.In 1999, CGX Resources Incorporated (a Canadian oil and gas company that holds cardinal licenses in the Guyana v. Suriname Basin) arranged for unstable testing to be per pissed over the sinless concession area, involving wildcat drilling on the seabed, and the drilling plans became known to Suriname government.On May 11 31 2000, Suriname government, through diplomatical channels pass on Guyana to cease all oil exploration activities in dissensiond area. On June 3, 2000, two Surinamese navy patrol boats approached CGXs oil rig and drill ships, the C.E. Thornton, and legitimate the crew and ship to leave the area at bottom 12 hours, otherwise, the consequences would be theirs.9PROCEDURAL HISTORY On February 24, 2004, Guyana initiated arbitrement proceedings by acception of a Notification and supposement of Claim such(prenominal)(prenominal)1.) concerning the delimitation of its oceanic boundary with Suriname, alleging goes of foreign justness by Suriname in repugn nautical territory Pursuant to expressions 286 and 287 of the 1982 United Nations radiation diagrams on the Law of the Seas (the convention) and in consent with reference VII to the convention.102.) Claiming that the Parties are deemed to strike accepted arbitration in harmony with file name extension VII of the collection by operation of oblige 287(3) since uncomplete Party had make a etymon pursuant to oblige 287(1) of the host regarding their choice of domineering procedures, and that neither Party had made a declaration in accordance with member 298 regarding optional exceptions to the applic ability of the compulsory procedures leaved for in Section 2. And,3.) Further, appointed Professor Thomas Franck as a member of the arbitrational Tribunal in accordance with Article 3(b) of Annex VII.11Hereinafter, on March 23, 2004 Suriname in its Notification below(a) Annex VII, Article 3(c) of United Nations Convention on the Law of the Sea UNCLOS Regarding Appointment to the Arbitral Tribunal with Reservation, appointed Professor Hans Smit in accordance with Article 3(c) of Annex VII, but reserved its right to present its views about jurisdiction and any other preliminary matters to the full Arbitral Tribunal when in is constituted.12On June 15, 2004, by joint letter to the Secretary-General of the Permanent administration of Arbitration (PCA) the Parties historied that they had agreed to the appointment of the remaining three members of the Tribunal in accordance with Article 3(b) of Annex VIII.13LEGAL ISSUES AT STATE in that respect are two legal issue1) whether claim of un rightful threat or drug ab single-valued function of describe taken by Suriname is implicit in internationalisticistic rights, such swear outs non a law en overstretchment activity but a threat of use of force is in conflict of UNCLOS, the Charter of the United Nations and general international law in international law force, whitethorn non be use in law enforcement activities provided such for is unavoidable, intelligent and necessary, just and necessary.2) and whether the claim that action breached international laws constituted a countermeasure precluding damage not accepted, countermeasures whitethorn not involve the use of force.APPLICABLE foreign LAWS United Nations Convention on the Laws of the Seas (UNCLOS), adopted declination 10, 1982, an international pact to regulate the use of the worlds ocean areas, and all uses of the seas and all its resources.141. State province under expression 74(3) and 83(3) of the UNCLOS to make either confinement to lan d doubtful arrangements duty to conduct in good faith to make all military campaign to reach such pacts. And,2. State Obligation under article 74(3) and 83(3) of UNCLOS to make every effort not to embark or gag the stretch of last-place agreement unilateral activity that might advert the other partys rights in a permanent manner not allowable trace drawn amongst activities leading(p) to a permanent sensual transform such as victimisation of oil and gas reserves, and those that do not, such as seismic exploration.15THE DECISION the motor hotel exhibited declaratory relief,1) declares that misdemeanors of the Convention have taken place, in certain circumstances, reparation in the form of satisfaction may be provided by a judicial declaration that there has been a violation of a right or an responsibility. And,2) declares that the parties break their compacts under articles 74(3) and 83(3) of the Convention to make every effort to acquaint into provisionary ar rangements of a interoperable nature. Furthermore, the parties violated their obligations, in like manner under articles 74(3) and 83(3) of the Convention, to make every effort not to jeopardize or foil the stretchability of a final delimitation agreement.16In addition, 3) jurisdiction holds it has competence to delimit, by the draft copy of a single maritime boundary, the territorial sea, continental shelf, and exclusive economic zone appertaining to each of the parties in the waters where their claims to these maritime zones overlap to reckon and rule on Guyanas allegation that Suriname has aimd in the unlawful use or threat of force contrary to the Convention, the UN Charter, and general international law and to consider and rule on the parties respective claims under articles 74(3) and 83(3) of the Convention relating to the obligation to make every effort to enter into provisional arrangements of a working nature and the obligation not to jeopardise or hamper the rea ching of a final agreement.REASONING 1)The International Maritime Boundary amongst the parties is a series of geodetic lines joining the points in the order listed as set forth in the award2) the expulsion from the disputed area of the CGX oil rig and drill ship C.E. Thornton by Suriname on 3 June 2000 constituted a threat of the use of force in breach of the Convention, the UN Charter, and general international law however, for a reason specified in the award, Guyanas request for an order precluding Suriname from making further threats of force and Guyanas claim for pay are rejected3) both parties violated their obligation under articles 74(3), and 83(3) of the Convention to (first) make every effort to enter into provisional arrangements of a practical nature and to ( sulphur) do every social function possible not to jeopardise or hamper the reaching of a final delimitation agreement and claims inconsistent with award were rejected.17ANALYSIS IntroductionFor decades, neighboring countries have struggled to reach an amicable solution in resolving matters relating to the limitations of the High Seas, all parts of the sea that are not included in the territorial sea or in the internal waters of a convey.18As well as the proud seas freedoms such as navigation overflight fishing to lay submarine cables and pipelines to construct hokey islands, installations and structures and scientific research.19 Per Louis B. Sohn20, et al., the first four freedoms are expressly mentioned in Article 2 of the 1958 High Sea Convention21 whereas the last two were added in Article 87(1) of the LOS Convention.22 Particularly, matters of potentially very high capital gain. Another thing to remember is that conflicts and/or disputes with respect to the two major wars WWI and WWII were a direct result of unreinfluenced matters that could not be solved by diplomatic negotiations. Conflicts arising from the highs seas are no antithetic, especially with ingrained resources, not to mention resources such as oil, gas, and hydrocarbon. Factually, these commodities are in very high demand in congener to the economic stability of developed and even developing countries. Consequently, in the late 1960s the world was faced with a nightmare of conflicts over maritime rights.23 Not only did different views arise amidst developed and developing countries, coastal and land-locked states, and large and small maritime powers, but also within those groups.24Scholars suggest that this, of course, breed its own problems and since the close of WWII and the end of European Empire, there have been a growing number of boundary disputes, specially amidst states.25 In other words, nothing can more typify this than the realm of upstream oil and gas ontogenys, where particularly in in the raw-fashioned times, glittering prices of $100 a barrel await those who can increase their hydrocarbon production.26 As time change, disputes became more and more challenging. In the twen tieth century, the international law codification movement addressed both international and new law of the sea issues.27 The League of Nations in 1930 and then the United Nations, UN in its 1958 and 1960 First and trice UN group discussions on the Law of the Sea (UNCLOS 1 and UNCLOS 2) act to solve the recurrent issue of the breadth of the territorial sea under the control of the coastal state, to no avail.28 The only logical solution was the institution of a new international legal regime, a code of international law of the oceans. Therefore, the states arranged for the Third United Nations Law of the Sea conference (UNCLOS III) and over a period of nine years 1973-1982, the 1982 United Nations Convention on the Law of the Sea was birth and set out the rights and responsibilities of coastal states and other states.29The following study will examine the judicature conclusion, between the Republic of Guyana and the Republic of Suriname (Guyana v. Suriname, 2007) arbitral effe ct, after hearing awarded September 17, 2007. solely before the following paper seeks to explore the courts decision on Surinamese action which constituted a threat of the use of force, and the threat of the use of force was not justified on the first and stake states obligations. It is important to point out from the outset that the decision is commendable and a progression, however, it did not provide clear guidance on its interpretations or what it meant by state practice. To analysis the decision, this paper is divided into three segments to examine the issues first, historical events up to arbitration secondly, the tribunal decision on states first obligation and the reasoning in the international legal framework and third, the court ruling on the second states obligation, logic and what it means for further disputes on international laws. For concision, the following paper will consolidate its conclusion with a focus on the tribunal decision in general international law with associated cases.Historical events leading up arbitrationSince the establishment of the UNCLOS, 1982, proponents of the law of the seas have noted that there are an increasing number of disputes being fuelled by the discovery of hydrocarbons on or near a claimed boundary line.30 Per Roughton, indeed the United Nations noted in 2001 that 100 maritime boundary delimitations throughout the world thus far await some form of a resolution by pacific means and by 2006, that figure had increased to some 220 potential maritime boundary disputes, which essential exclude boundary disputes on land.31 At that time, the tribunal had already awarded in the case of Barbados and Trinidad Tobago while at the International Court of Justice (ICJ), between Nicaragua and Honduras in the Caribbean Sea (Nicaragua v. Honduras), 2007 and Nicaragua and Columbia (Nicaragua v. Columbia) in December of the same year, on territorial sea and maritime delimitation disputes.32The differentiate through documen tation submitted to the tribunal for the dispute between Guyana v. Suriname, 2007, on the maritime boundary line proves that many factors are leading up to the dispute going back to colonization which has a direct link to the arbitration. hardly the most important factor is perhaps the economic factor. In this regard, the deduction of oil and gas reserves should not be understated as in many disputed areas which often involve oil and natural gas resources.33 Legal documentation pointed out the origin of the conflict between the parties stretch back to a 1799 border agreement and the inability, of the Dutch and British colonial creatorities in the 1930s to define the boundaries between the parties with greater precision.34 Following the independence of both states and the granting of offshore oil concessions in a disputed area of the sea, where the Corentyne River flows into the Atlantic Ocean, matters came to a halt in June 2000, specifically for sovereignty over the territorial sea, Continental Shelf, and EEZ.35This is an interesting point to note, that prior(prenominal) as well, colonial authorities for the parties had agreed for the border to run along the west bank of the Corentyne River to enable the Netherlands (for Suriname) to exercise supervision of all employment in the river. Additionally, in 1936 a Mixed Border Commission (agreement) between the parties fixed the northern end of the border at a particular point on the west bank, near the mouth of the Corentyne River. Taken together, during this time, this area is considered a disputed area (title belong to neither of the parties) yet they worked together and collectively shared the area. Since, the traffic during this time on the seas was mainly for navigating, transporting citizens between both countries, and fishing. Hence, from the early times when sailors and fishermen first ventured into the sea, two principles traditionally governed the law of the sea the right of the coastal state to control a delineate strip along the coast and the freedoms of navigation and fishing in the high seas beyond the coastal area.36 This comment supports the overall argument in this section that the parties interest at the time was navigating and fisheries, so peaceful arrangements were possible. However, a different approach ensued with the drilling company for maybe discovering oil, gas, and hydrocarbon.On the first obligation was there every effort made by both sides?Under UNCLOS with regards to the nature and the rights and obligations impose under international law for article 74(3) and 83(3) provides as follows, in sum pending agreement (of delimitation of the EEZ or Continental Shelf), the States involved, in a affectionateness of understanding and co-operation, shall make every effort to enter into provisional arrangements of a practical nature and during this transitional period, not to jeopardise (risk, endanger, give a panache) or hamper (hinder) the reaching of the final agreement. Such arrangements shall be without prejudice to the final delimitation.37All the same, the two duties of cooperation and mutual restraint oblige on states party to the UNCLOS in relation to disputed maritime delimitations, as per Roughton, for some time there was no clear view as to the form in which any such cooperation might be mandated beyond the anodyne statement, but that States are simply required to negotiate in good faith provisional arrangements of a practical nature.38 This was to change from the Guyana v. Suriname case by what the UNCLOS meant in article 74(3) and 83(3), from the threat of the use of force by the Surname navy vessel against CGX resources undertaking exploratory work for Guyana which brought up the issue of sovereignty over the disputed area between the parties to be ruled on. The tribunal had to then consider the meaning and effects of article 74(3) and 83(3), so in its award/decision, it specified in its interpretation to that of both obligations simultaneously attempt to promote and limit activities in a disputed maritime area.39 Which means in the first obligation is that pending a final delimitation, states parties are required to make every effort to enter provisional arrangements of a practical nature.40 That is, in turn to pave the focusing for provisional utilization of disputed areas pending delimitation. Parallel through its expose of the first obligation the tribunal implied to encourage the equitable and efficient use of the resources of the seas natural resources claimed by more than one state, subject always to the objectives of the second obligation, such activities do not affect the reaching of a final agreement.41Additionally, the tribunal appeared to have in mind the encouragement of arrangements for the joint exploration and exploitation of maritime resources as between the parties. Hence, using the decision by the ICJ in the North Sea Continental Shelf Cases to interpret the utmost of the obl igation to cooperate with the pre-UNCLOS regime. In that regard, the tribunal referenced the (then) recent UK-Norwegian Continental Shelf Agreement, and found that where there are overlapping claims, joint exploitation agreements were particularly appropriate when it is a question of preserving the unity of deposit.42 Noteworthy to mentioned, the parties have worked together without conflict up to 1990. By previous agreements as up to the attempt with the 1991 MOU which apparently if a representative of both governments would have met within the 30 days to conclude the discussion, but, Suriname never implemented, neither came forth to negotiate on joint utilization, which might have prevented this arbitration.This supports the argument that the dispute was driven by the possibility of discovering and the production of oil, gas, and hydrocarbon in the disputed area. The tribunal decision did not provide a clear interpretation to the practice of States in interpreting first obligatio n and offered guidance as to what bound it considered there to be a developing trend of customary law.43 For clarification, my understanding is perhaps within its language the tribunal was suggesting states to jointly share the exploitation and exploration of maritime boundaries if overlapping or in disputed areas. If so, is there a regulation to rights, limits, and responsibilities for states not signed to the UNCLOS with other signed states and where neither state is signed? Likewise, the production, and revenue from the oil, gas, and hydrocarbon pending delimitation.On the other hand, successful joint utilization as a memorandum of understanding between Cambodia and Thailand made on 18 June 2001 under which both parties consider that it is desirable to enter into a provisional arrangement of a practical nature in relation to their overlapping claims in the Gulf of Thailand the allusion to Articles 74(3) and 83(3) could not be clearer neither party is contracting state under UN CLOS.44 But for this to be pleasing and recognized as customary international law both parties essential consider two elements state practice and opiniojuris(not discussed in this paper) as was used and interpreted in the North Sea Continental Shelf case. However, per author Roughton joint development agreements have been concluded most famously between Malaysia and Thailand in 1990 and between Malaysia and Vietnam in 1992. As well as, the suite of an agreement entered by Australia with Indonesia and East Timor over the Timor Gap.45 For the overall argument of this paper is that a joint utilization in an international legal framework to solve such an issue should be taken up on a case-by-case basis. The language suggested by the tribunal should not pose a blanket of one-size fits all to resolve a disputed area conflict.Second state obligation not to jeopardize or hamper the reaching of a final agreementThe findings of the tribunal that both Guyana and Suriname violated their oblig ations under Articles 74(3) and 83(3) of UNCLOS, in its reasoning on the second obligation state parties must during that period of make every effort . not to jeopardize or hamper the reaching of final agreement, it was not intended to freeze all exploratory activities in a disputed maritime area in the absence of a provisional arrangement. In this regard, it made a distinction between activities of the kind that lead to a permanent physical change in the marine environment and those that do not, such as seismic exploration while the former class of activities could be undertaken only jointly or by agreement between the parties, because such actions could be sensed to, or may genuinely, prejudice the position of the other party in the delimitation dispute, thereby both hampering and jeopardizing the reaching of a final agreement the latter class of activities in disputed waters would be permissible.46 ground upon these theoretical analyses, the tribunal found that Suriname failed i n its duty under Articles 74(3) and 83(3) noting that Suriname did not send a representative to conclude discussions on modalities for joint utilization of the disputed area, as contemplated by the 1991 MOU Suriname failed to respond to the draft of proposed Modalities for Treatment of the Offshore Area of Overlap between Guyana and Suriname submitted by Guyana in 1994.47 Particularly, placing emphasis in the build-up to the CGX incident, In order to satisfy its obligation to make every effort to reach provisional arrangements, Suriname would have actively had to attempt to bring Guyana to the negotiating table, or, at a minimum, have accepted Guyanas last minute 2 June 2000 invitation and negotiated in good faith.48 It notably could have insisted on the immediate cessation of CGXs exploratory drilling as a condition to participating in further talks.49 In light of this, Suriname believed that Guyanas authorization of its concession holder to undertake exploratory drilling in disput ed waters constituted a violation of its obligation, and if bilateral negotiations failed to resolve the issue, Suriname should resort to the remedy provided for in the options for peaceful shutdown envisaged by Part XV and Annex VII of the Convention, instead of opting for resorting to self-help in threatening CGX Resources.50On the other hand, the Tribunal ruled that Guyana also violated its obligation to make every effort to enter provisional arrangements by its conduct leading up to the CGX incident, in that in a spirit of cooperation, informed Suriname directly of its plans, and the notification in the press by way of CGXs public announcements was not sufficient for Guyana to meet its obligation. Besides, Guyana should have sought to engage Suriname in discussions concerning the drilling at a much earlier stage.51 Its 2 June 2000 invitation to Suriname to discuss the modalities of any drilling operations, although an attempt to defuse a filter out situation, was also not suff icient to discharge Guyanas obligation under the LOS Convention.52 cosmos a tense situation already stemming from Surinames lack of participation to execution of instrument of the MOU agreement, the assumption is that the last minute efforts made matters worse. In this regard, the explanation by the tribunal in this section supports the overall argument of this paper. It points out distinctly that the focus or driving force behind the arbitration is the development of the potential equity, that is the discovery by CGX Resources undertakings for Guyana in the disputed drilling for possibly oil, gas and hydrocarbon. Both parties failed in the spirit of cooperation and restrained in relation to articles 74(3) and 83(3) states obligations.ConclusionThe evidence listed above has supported the argument of this paper by proving that the dispute between Guyana v. Suriname was driven by factors of economic interest. Both parties failed in its obligations as Suriname contended in its defen se that the measures it undertook on 3 June 2000 were of the nature of reasonable and proportionate law enforcement measures to preclude unauthorized drilling in a disputed area. While Guyana failed its for authorizing CGX Resources to drill in disputed area and not providing Suriname with sufficient notice of drilling activities.Although in international law, force may be used in law enforcement activities, it is only if such force is unavoidable, reasonable and necessary. But, the action mounted by Suriname deemed more akin to a threat of military action rather than a mere law enforcement activity, therefore, constituted a threat of the use of force in contravention of the UNCLOS, the UN Charter, and general international law. Moreover, the tribunal emphasized that peaceful means of addressing Guyanas allege breach of international law with respect to exploratory drilling were lendable to Suriname under the UNCLOS.53 That is, a State faced with a such a dispute should resort to the compulsory procedures provided for in Section 2 of Part XV of the Convention, which provide, inter alia, where the urgency of the situation so requires, a State may request that ITLOS on prescribing provisional measures.54Above all, the tribunal provided clarification of the obligations to make every effort to enter provisional arrangements and not to jeopardize or hamper the reaching of a final delimitation agreement, and maintain a significant influence on the mode of behavior of those states face maritime delimitation disputes.55 However, it did not provide guidance when referred to the practice of States in interpreting first obligation neither offered guidance as to what extent (if any) it considered there be a developing trend of customary international law.56 For such as, if a boundary is fixed, but a reservoir straddling it exist, chunking is the pa