Essay on Games in Sir Gawain and the Green Knight

Games in Sir Gawain and the Green Knight Many games are involved in the plot of Sir Gawain and the Green Knight. The Green Knight, Bercilak de Hautdesert, plays a Christmas game with Arthurs court at Camelot (line 283); Gawains hosts wife plays games with Gawain throughout the third section of the poem; Gawains sees his arrangement of mutual trade with his host as a game (line 1380); and all of the events of the story are revealed as a game of Arthurs sister, Morgan Le Fay (lines 2456-2466). Throughout the telling of the story, the author plays a mental game with the reader or listener, as well. The Christmas game that the Green Knight comes to play with Arthurs court at the instigation of Morgan Le Fay†¦show more content†¦Bercilak, Gawains host, hides from Gawain the fact that he is the Green Knight from Arthurs castle, and Gawain sees this arrangement -- the of mutual exchange of things won over the course of the day -- as a game, although the host also describes this arrangement as a covenant. (line 1384) The hosts wife also plays games with Gawain throughout the course of this three-day game that Gawain plays with his host. The nature of the hunt that the host undertakes each day of the three parallels his wifes attempts to seduce Gawain, as well, although on both of the first two days there is an inversion. (Hunting is also a recreational activity comparable to a game.) On the first day, the host hunts and slays a doe, an act which, to medieval readers, would have been symbolic of a mans sexual conquest of a woman. The inversion here comes from the fact that Bercilaks wife fails to seduce Gawain -- Bercilak kills his doe, but his wife is unsuccessful in her attempted seduction -- and from the fact that the woman is here portrayed as the hunter. On the second day, Bercilak hunts a boar -- symbol of the carnal nature -- which, in Christian terms, is symbolic of the overcoming of the passions. The inversion here comes again from the fact that the female is portrayed as the hunter and, as before, from the fact that Gawain is forced to play a role seen as female: He must fend off the advances of his host. S everal times throughout his attemptedShow MoreRelatedA Comparison Of Sir Gawain And The Green Knight808 Words   |  4 PagesBrit Lit Essay I: Sir Gawain and the Green Knight As an avid recreational reader I enjoy reading books of all types, however, one of my favorite genres is fantasy. 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Corruption Of Language - 1066 Words

Informative essays like George Orwell’s â€Å"Politics and the English Language† use similes, diction, and dichotomies to inform an audience. I modeled these devices and format in my essay that analyzes the different forms of writing by examining people’s opinion on the corruption of language. The purpose of my essay is to analyze whether corruption of language truly exists. I exchanged Orwell’s views on the degradation of language and the influence of politics with the expansion of the American English language and the influence of cultural changes. My nonconventional essay uses very modern diction while expanding on the main idea of linguistic evolutionary changes, the format helps to create and build a main idea while including examples,†¦show more content†¦We shaped our language for the purpose of fitting in with trends and popular topics and ideas. In modern time, we have technology and social media to influence our language that did not ex ist 15 years ago. With the concept of our declining language, we must discuss the effects, which cannot be simply blamed on one source. The language keeps declining as a result of the new generations forming words to fit their ideas. So the language is in perpetual criticism as it evolves to communicate the feelings and ideas of a the younger generation. The next few words and definitions have been selected to illustrate some of the new languages and old languages. These are not particularly popular or unpopular examples just demonstrating the change over time. 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Malaysia-Singapore Raltions Free Essays

ABSTRACT Malaysia and Singapore have a unique and special relation due to the geography, ideology history, culture, , economy, politics and ethnicity factors. Even though with the unique and special factors, its sometimes create tensions between both countries. However, it is said that the relations between both countries have evolved from an inherently unstable into a more mature and positive relationship. We will write a custom essay sample on Malaysia-Singapore Raltions or any similar topic only for you Order Now This paper will be discussing the current major conflict issue which distressing relationship between both countries and also the resolve issue. This paper also will analyse the relationship during various Prime Minister and their foreign policy towards each other’s. Finally it will discuss why the relationship becomes warmer and the factor that influence the positive relationship. INTRODUCTION Singapore merged with Malaya, Sabah and Sarawak to form the Federation of Malaysia in 1963. However, this political union proved to be short-lived as Singapore was ousted from the Federation in 1965 due to political and ethnic differences. This failed political union, and the resulting stigma of separation has continued to cast a shadow over Singapore-Malaysia’s bilateral ties. Furthermore, due to the geographical proximity between these two states, bilateral problems are prone to exaggeration by both sides, often a case of â€Å"virtuous self and the stereotypical other†. Malaysia and Singapore relations are unique and special due to factors such as geography, history, politics, ideology, economy, culture and ethnicity. These factors sometimes have created tensions between both countries. The uniqueness of the relationship is reflected by the various terms used to describe the state of rivalry between the two countries such as â€Å"Siamese twins†, â€Å"sibling rivalry† or â€Å"family quarrel†, suggesting a complex love-hate relationship that has grown out of a shared common history and cultural background, coloured by political differences and, ironically, by economic competition and interdependency. DISPUTES AND SOLUTIONS KERETAPI TANAH MELAYU (KTM) – In 1990, Malaysia and Singapore had signed an agreement concerning Tanjong Pagar railway station. Malaysia had agreed to relocate the station to Bukit Timah to allowed development of the land that located in the premium area. On 24 May 2010, a meeting between Malaysian Prime Minister Najib Razak and his Singaporean counterpart Lee Hsien Loong in Singapore resolved the relocation issue. They announced that Malaysia’s national railway company Keretapi Tanah Melayu Berhad (KTM) will be move out from Tanjong Pagar railway station and establish a station at the Woodlands Train Checkpoint (WTCP) by 1 July 2011. Malaysia also will relocate its customs, immigration and quarantine facilities from Tanjong Pagar to the WTCP to ensure the systematic and integrated border crossing facility between Malaysia and Singapore . A joint holding company (60 % Malaysia ownership, 40 % Singapore) will then develop the abandoned KTM properties. WATER SUPPLY – Malaysia provides Singapore with about half its water. On 1 September 1961, the Federation of Malaya signed an agreement giving Singapore the right to draw up to 86 million imperial gallons (390,000 m3) of water per day with effect through 2011. On 29 September 1962, a further agreement was signed providing Singapore the right to draw up to 250 million imperial gallons (1,100,000 m3) per day from the Johore River, with effect through 2061. Both agreements stipulated the price of RM 0. 03 per 1,000 gallons. In turn, the Johor Government pays Singapore RM 0. 50 for every 1000 gallons of treated water. On 31 August 2011, the 1961 water agreement expired and the waterworks and facilities were handed over to the Johor state government. The handover included the Skudai and Gunung Pulai water treatment plants, which were built and managed by Public Utilities Board (PUB) for 50 years, as well as two pump houses in Pontian and Tebrau . JOHOR-SINGAPORE CAUSEWAY- The state of Johor currently already has developed ports including Pasir Gudang and Tanjong Pelapas. Under the former Mahathir administration, the Malaysian government scheduled to build a new customs, immigration and quarantine complex on a hilltop near the Johor Bahru railway station. A bridge is planned to link the new customs complex with the city square. The proposals on replacing the old causeway with a new bridge have resulted in a political rift between the two countries since the early 2000s. Singapore has hinted that it might agree to a bridge if its air force is allowed to use part of Johor’s airspace. Malaysia refused the offer and negotiation is said to be still on going. In September 2003, Malaysia first announced its intention to replace its half of the Causeway with a new bridge. On 5 January 2004, Singapore’s Foreign Minister Prof Jayakumar commented that it did not make sense for Singapore to replace its half of the bridge with a new bridge, as it would cost, along with revisions to customs, immigration and quarantine facilities, more than $500 million. On 2 February 2004, Malaysia said it would present Singapore with a new design for the proposed bridge to replace the Causeway, as Malaysia is still interested in building the new bridge. However, in September 2004, Malaysian Prime Minister Abdullah Badawi announced that Malaysia would defer the half-bridge project as part of its effort to pare down its huge fiscal deficit by deferring big ticket projects. In April 2006, Abdullah Badawi announced that Malaysia would drop the half-bridge project altogether. PEDRA BRANCA (PULAU BATU PUTIH) – On 21 December 1979 Malaysia published a new map which showed the island to be within its territorial waters. This ignited a 29-year territorial dispute which, together with the issue of sovereignty over the nearby maritime features of Middle Rocks and South Ledge, this disputes was presented to the International Court of Justice (ICJ) for resolution. On 23 May 2008 the ICJ ruled that Pedra Branca is under Singapore’s sovereignty. THE CENTRAL PROVIDENT FUND (CPF) issue has still not been resolved after many years. It is hoped that the Malaysian Government will pursue the long standing issue pertaining to the dilemma of Malaysians who have left the republic for more than a decade and are still unable to withdraw their CPF savings. Under the present CPF withdrawal regulations, Malaysians from Peninsular Malaysia are only able to withdraw their CPF savings at the age of 50 if they have not been working in the republic for the last two years. The CPF law on withdrawal seems to discriminate against Malaysians from Peninsular Malaysia as other foreigners, including Malaysians from Sabah and Sarawak, are allowed full withdrawal of their CPF savings when they leave Singapore. Land Reclamations Issue – Singapore had extensively conducted the land reclamation activity within its territorial water. Plans for the Tekong reclamation project were made publicly available since 1991, and for the Tuas project, since 2001. Until January 2002 there is no objection from neighbouring country. However in 2002 Malaysia had objected the activity. After that, Malaysia embarked on two legal tracks to stop Singapore’s land reclamation works. First, on 4 July 2003, Malaysia served notice to Singapore that it wanted arbitration to decide whether Singapore has the right to reclaim the land off Tuas and Pulau Tekong. This arbitration tribunal, comprising five members agreed on by both sides, was formed on 9 Oct 2003. Then, on 5 September 2003 Malaysia applied separately to the International Tribunal for the Law of the Sea (ITLOS) for an order on provisional measures, seeking to put an immediate stop to Singapore’s reclamation works pending the setting up of the arbitration panel. The hearing took place between 25 and 27 Sep 03 in Hamburg, Germany. On 8 Oct 2003, ITLOS unanimously decided that Singapore could continue its land reclamation activities. In April 2005, Singapore and Malaysia formally ended the reclamation dispute by signing a settlement agreement. FACTORS AFFECTING THE RELATIONSHIP BETWEEN MALAYSIA AND SINGAPORE Looking at the leadership style of both Prime Minister after the independent of Singapore, there is a high and low relationship which creating the foreign policy towards both countries. We can observed during the Tunku Abdul Rahman, Tun Abdul Razak and also Tun Hussein Onn, the relationship is calm and interdependent towards each other. During this era also, Mr Lee Kuan Yew as the Prime Minister His leadership style have a strong influence in the manner of bilateral issue between both countries. He is serious in dealing with the issue and also influence by his past experience and the pre and post separation political baggage. To show the difficulties in the relationship, Singapore first Deputy Prime Minister Mr Lee Hsien Loong says: â€Å" its relationship with Malaysia is one of its important and complex foreign relation† And Tun Mahathir also had a remark that saying: it’s impossible to be friendly with Singapore because of the neighbouring city states unfriendliness towards Malaysia. Singapore gets into that kind of mood that they reject anything that comes from Malaysia. We try to be friendly as possible but it’s impossible† Relations with Singapore under Mahathir’s tenure have been stormy. Many disputed issues raised during his administration have not been resolved. Many of the se international issues have been raised up under Mahathir’s Premiership term, but no significant headway had been made then to resolve them bilaterally. Both sides had stubbornly refused to compromise, with the result of bilateral relations turning frosty. Tun Abdullah Haji Ahmad Badawi became the fifth Prime Minister in 2003 and he was Dr Mahathir’s choice. Since Abdullah Badawi took over, bilateral relations between Singapore and Malaysia have undergone a sea change. Part of it was due to Abdullah warm personality, non-confrontational, consensus-seeking characters and sincere attempts to improve ties together with his policy are to give in to almost every request, and relations have begun to thaw. And this was reciprocated by Singapore leaders, as reflected in the flow of many senior Singaporean leaders to the funeral of Datin Seri Endon, Mr Abdullah’s latewife – which certainly went beyond the call of protocol. During Pak Lah era, few discussion has been made such as the causeway issue, air space issue and also the KTM land in Tanjong Pagar. They are trying to resolve the issue through the win-win situation. When Dato’ Seri Najib taking over the Prime Minister of Malaysia, the relationship is grow warming. The effort of Najib in clearing major bilateral issue concerning both countries make that relation becoming more mature and good. Since the effort of clearing the implementation of the point of agreement (POA) which had been negotiated and agreed upon in 1990 which involved the KTM land in Tanjung Pagar that cleared in 2010, more bilateral relationship and opportunities is open. WARMING TIES BETWEEN MALAYSIA AND SINGAPORE There is several issue and factors that make the relationship between Malaysia Nad Singapore becoming warmer. The economic factor is one of the most important relations and always had a high degree of inter dependence. Malaysia and Singapore have been each other’s main trading partners for many years. Data from Malaysia’s Department of Statistics, for instance, show that bilateral trade between Malaysia and Singapore was valued at RM175. 5bil last year, up from RM161. 7bil in 2011. Malaysia remains Singapore’s largest trading partner, while Singapore is Malaysia’s second largest trading partner after China. Malaysia and Singapore economic interdependence is just not reflected in the bilateral trade only, it also involving the investment in both countries. From the data tabled by the Malays Malaysian Industrial Development Authority show that Singapore remains one of the top investors in the country, with total value of approved projects standing at RM2. 2bil last year, down slightly from RMRM2. 5bil in 2011 because of the global economic weakness. Singapore’s investments in Malaysia are mainly concentrated in the manufacturing sector. Recently, the development of Iskandar had attracted the Singapore investors and that had make their investor is the largest single group of investor there which accounting about 17% of the total money invested there. In the other sides, Malaysia investors also actively invested in Singapore. It had been showed with involvement Malaysian company like YTL Corp, SP Setia and Selangor Dredging in real estate business, Maybank in financial sector, Axiata Group in telecommunication and also Genting Berhad in the leisure and hospitality sector. The government investment arm from both country namely Khazanah from Malaysia and Temasek from Singapore also had form a joint venture in developing the commercial land parcels in Singapore such as Marina South and Ophir-Ophir . In Iskandar they are also establishing the joint venture company to invest in two wellness related project with a gross development value of RM 3b. To increase connectivity between both countries, few projects has been agreed and initiated. The extension of MRT from Singapore to Johore Bharu is planned to be built to reduce the traffic congestion in both entrance in Singapore and Malaysia. The High Speed Train from Kuala Lumpur to Singapore also planned to reduce travel time to 90 minutes. This infrastructure development also will increase the economic development in the area. In security and defence matters, both states share a serious concern over the emergence of JI in the region. They have coordinated on police work and intelligence sharing, and even synchronized the initial arrests of JI members in December 2001. JI members were imprisoned in both countries under the Internal Security Act (ISA), which both Malaysia and Singapore patterned after the British law that allows for detention without trial for up to two years for supposedly dangerous suspects. Also, both countries have put pressure on Indonesia to take a more active role in confronting the terrorism problem. In the military, several bilateral exercise and operation is conducted to reduce the crime in Straits of Malacca, Eyes in The Sky Operation is jointly conducted to scout the strait for pirates. The flights are undertaken by crews with nationals from the different countries so they can better share information. Intelligence gathered on pirates is also disseminated among governments, including on a Web-based network for quick and easy access. These actions, taken together, made it far more costly and difficult for the pirates to operate. Both military forces also involve in the Five Power Defence Arrangement that are a series of defence relationships established by a series of bilateral agreements between the United Kingdom, Australia, New Zealand, Malaysia and Singapore signed in 1971, whereby the five states will consult each other in the event of external aggression or threat of attack against Peninsular Malaysia (East Malaysia is not included as part of the area of responsibilities under the FPDA) or Singapore. FACTORS THAT MAKES THE RELATIONSHIP GROWING TIES The first factor is the leadership role and function. With the new eneration of leader ship which is the second generation of previous leader, Najib is son of Tun Abd Razak and Lee Hsien Loong is son of Lee Kuan Yew, they are trying actively to resolve the bilateral issue of both countries. With the new generation thinking they realised the interdependence both country each many matters. The second factor economic interdependence which shows that both countr y are main trading partner each other. Malaysia also inviting the investors from Singapore to invest in the economic development project initiate in many region in Malaysia such as IRDA, ECER and also NCER. The encouragement by both governments through their public and private sector to collaborate with their counterpart shows there relationship will going stronger. The third factor is massive people to people contact which encouraging tourist from both countries visiting each other will develop this contact. This will created necessary goodwill and tolerance among others. This also had been expanded through sport activity which we can see that the football team from both countries is participating in the league. CONCLUSION We can conclude that due to their historical, cultural linkages and their geographical proximity Malaysia and Singapore had enjoyed and share a special relationship. The issue and challenge between each other had brought a god point for both countries to sit down and discussing the way to move forward. Both of the leaders are aware the important of each other in many factors. Both new generation leaders is trying hard to improve the relationship with each other’s even though there is a few issue that not resolve yet. But their mutual agreement in developing economic sector each other shows the positive prospect towards very warm relationship. Both leaders also seem in the same view in settling issue through win-win situation and compromise. With the realisation by the leaders in win-win situation and compromising each other, it may lead towards prosperous relationship in the future. It’s the leader and their foreign policy which is determining the future of these relations. Thus, the leader should take every effort to ensure the warming of the relationship is preserve to ensure the mutual benefits. The security and military activities is to be enhanced to ensure the safety of both countries. With the firm security the development of economy can be planned and develop towards higher level. With the interest of Singapore investors in IRDA is high, it is not possible Singapore will extend the security watch in the area to ensure safety of their investment. Thus this will benefit both countries towards long and warm relationship. Despite all the bilateral issue, it is observed that, both country is dependant each other in economy, social, and also security aspect. With that the warming relations that initiated by both the new generation leader is a good step towards more close relation. 3117 words Reference: Ganesan, 2005, p. 58 Rusdi Omar, et. al. (2005). Hubungan Malaysia-Singapura Era Mahathir. Sintok: Penerbit Universiti Utara Malaysia. p. 2. Joint statement by Prime Minister Lee Hsien Loong and Prime Minister Dato’ Sri Mohd Najib Tun Abdul Razak at the Singapore-Malaysia Leaders’ Retreat on 24 May 2010, 24 May 2010, , retrieved 2010-05-25 Water Conflicts Between Malaysia and Singapore. Wikipedia the Free Encyclopedia Star. (1999). June 5. p. -2. 1961 water agreement with Johor expires on Wednesday. The Straits Times. 14 October 2011 â€Å"Johor-Singapore Causeway†. Wikipedia Rusdi Omar. 2007. Malaysia-Singapore Relations: Issues and Strategies. Working paper presented at the International Conference on Southeast Asia in 3-4 December 2007 at University of Malaya, Kuala Lumpur, Malaysia M’sia Stops Construction O f Bridge To Replace Johor Causeway. Prime Minister’s Office, Malaysia. 12 April 2006. Pedra Branca, Singapore. Wikipedia Solve CPF Withdrawal Issue With Singapore. The Star Online. 12 November 2008 Kyodo News. (2005). Singapore and Malaysia resolve land reclamation dispute. April 26. http://www. channelnewsasia. com/stories/singaporelocalnews/view/144527/1/. html Rusdi Omar, Mohd Ainuddin; Mas Juliana Mukhtarudin. 2005. Malaysia-Singapore Relations During Mahathir’s Era. Sintok, Kedah: UUM News Straits Time. (2003). May 5. p. 22. Asian Economic News. (2002). Oct 14. p. 19 Malaysia’s Foreign Relations: Issues and Challenges. Ruhanas Harun. Page 24 The Star (2013) Mac 16 Malaysia-Singapore Relations: Never Mind the Rhetoric . Anthony L. Smith. October 2004 ——————————————– 1 ]. Ganesan, 2005, p. 58 [ 2 ]. Rusdi Omar, et. al. (2005). Hubungan Malaysia-Singapura Era Mahathir. Sintok: Penerbit Universiti Utara Malaysia. p. 2. [ 3 ]. Joint statement by Prime Minister Lee Hsien Loong and Prime Minister Dato’ Sri Mohd Najib Tun Abdul Razak at the Singapore-Malaysia Leaders’ R etreat on 24 May 2010, 24 May 2010, , retrieved 2010-05-25 [ 4 ]. Water Conflicts Between Malaysia and Singapore. Wikipedia the Free Encyclopedia [ 5 ]. Star. (1999). June 5. p. 1-2. [ 6 ]. 1961 water agreement with Johor expires on Wednesday. The Straits Times. 14 October 2011 [ 7 ]. Johor-Singapore Causeway†. Wikipedia [ 8 ]. Rusdi Omar. 2007. Malaysia-Singapore Relations: Issues and Strategies. Working paper presented at the International Conference on Southeast Asia in 3-4 December 2007 at University of Malaya, Kuala Lumpur, Malaysia [ 9 ]. M’sia Stops Construction Of Bridge To Replace Johor Causeway. Prime Minister’s Office, Malaysia. 12 April 2006. [ 10 ]. Pedra Branca, Singapore. Wikipedia [ 11 ]. Solve CPF Withdrawal Issue With Singapore. The Star Online. 12 November 2008 [ 12 ]. Kyodo News. (2005). Singapore and Malaysia resolve land reclamation dispute. April 26. http://www. channelnewsasia. com/stories/singaporelocalnews/view/144527/1/. html [ 13 ]. Rusdi Omar, Mohd Ainuddin Mas Juliana Mukhtarudin. 2005. Malaysia-Singapore Relations During Mahathir’s Era. Sintok, Kedah: UUM [ 14 ]. News Straits Time. (2003). May 5. p. 22. [ 15 ]. Asian Economic News. (2002). Oct 14. p. 19. [ 16 ]. Malaysia’s Foreign Relations: Issues and Challenges. Ruhanas Harun. Page 24 [ 17 ]. The Star (2013) Mac 16 [ 18 ]. Ibid [ 19 ]. The Star (2013) Mac 16 [ 20 ]. Ibid [ 21 ]. Malaysia-Singapore Relations: Never Mind the Rhetoric . Anthony L. Smith. October 2004 How to cite Malaysia-Singapore Raltions, Papers

Leading and Managing People Motivation Guidance †Free Samples

Question: Discuss about the Leading and Managing People Guidance. Answer: Introduction Good management tries to lead and manage people. Leading and managing people are one of the most significant puzzle pieces in a company. The organization cannot succeed without the contribution of its employees. According to the email received by the senior manager in the organization, the concepts like motivation, social responsibility, ethics, team-working, organisational change and ethics contribute to staff improvement. Leaders have the capability to inspire employees to foster a stimulating working environment that makes people thrived, valued and motivated. Managers are those people, who find the right way to accomplish the goals and objectives established by the organization (Kontoghiorghes 2016). The topic chosen for this report is motivation. It can be defined as the hypothetical construct as it guides peoples actions, needs and desires. Leading and managing is important as it provides guidance for the subordinates. Motivation creates confidence among people so that their role can be explained. Motivation helps in building morale towards work and winning trust. The task of leading and managing people is important as it helps the organization grow. It is a way for the leaders to bring the organization to a higher standard. Good people management is necessary as employees can be emotionally unstable. The role of a manager and leader is to overcome the pitfalls and maintain team stability (Stack 2013). This report presents an elaborate discussion on motivation based on the previous studies and literature. The advantages and disadvantages of motivation to a business, especially to the manager is determined. The importance of motivation and the ways in which it can make an organization successful are elaborated. The argument made by the manager in the email regarding having no right or wrong answers when related to leadership is also challenged. Discussion of Motivation Motivation can be defined as the way in which managers promote productivity among their employees. The job of a manager is to motivate employees to do their job in a consistent manner. The psychological factors, which stimulate the performance of people, are the desire for recognition, money, team work, success, job satisfaction, and others. The role of a leader is to stimulate interest in the organizational success. Motivation can help create psychological contract in the workplace. The concept may become increasingly complex (Jex and Britt 2014). Motivation As stated earlier, motivation provides us with the energy to pursue outcomes. Motivation is derived from a Latin word Move. Motivation started attracting researchers in the post-industrialized world. Motivation is a trigger stimulus that is equipped with some patterns of behaviour (Pinder 2015). Theories Maslows theory if requirements give the structure to develop motivational strategy for the organizations. It deals with the differing needs of human while arranging them in a hierarchy where satisfaction at one level leads to another. Maslow theory helps the employees in attaining self-actualization. It manifests after the physiological and other basic needs of the employees. However, the theory is opposed by other behaviourists stating that Maslow providess a uni-dimensional explanation as well as may not be suitable for all the employees (Taormina and Gao 2013). Herzbergs Motivation Hygiene Theory Herzberg employs motivational factors that influence the employees internally and externally that the theorist calls motivators and hygiene. The theory states that together the hygiene and motivators have a vital role to shape the motivation feature of employees (Kultalahti and Liisa Viitala 2014). Merits and Demerits Leading and managing people are crucial and motivation has certain merits and demerits: Motivation is advantageous as it convinces the requirements of individuals and groups. The individual joins an organization for fulfilling certain requirements. Motivation helps the manager to meet such requirements and fulfil those needs. Motivation promotes job satisfaction. When the needs of employees are satisfied, he is more likely to generate greater output. The managers are satisfied with their jobs that boost creative thinking and are challenging in character. The contribution of the individuals to output is the ensuing of two variables-his ability for work as well as his willingness for the work. If P is the performance, A is an ability and M motivation, then P = A X M. The performance is unequal to the figure of an ability and motivation of individual but rather to the invention of these two variables. Therefore, the level of performance is constantly increasing the amount of motivation. Proper motivation increases productivity (Perryer et al. 2016). Further, motivation enhances the learning procedure. Learning may not happen without motivation. If the employee has unwillingness to learn, he will not learn even if he is in a perfect capacity. Motivation promotes self-discipline. The employees are expected to respect and orderly behaviour with their superiors due to the panic of punishment. Motivation may raise regulation to the positive level. Motivation consists of dynamism. If the workers are motivated properly, energy is created that impacts the productivity level and profitability positively (Pandey 2014). The content theories of motivation conclude what motivates employees and workers at work. The theorists identify the needs of people and the ways in which it energizes behaviour. The theorist is concerned with the goal that people struggle to attain for maximum satisfaction. Therefore, it is analysed that motivation leads to higher staff retention- leading to reduced recruitment costs. The productivity levels are high with greater creativity and innovation (Olafsen et al. 2015). Intrinsic motivation drives success based on the inner goals as well as ambition. However, extrinsic motivation can be obtained from external sources that push performance. The total labour costs can be reduced if the employees have high level of intrinsic motivation. The managers can benefit from intrinsic motivation as they have to spend less time to motivate the employees intrinsically. Therefore, the managers shall have time to focus on important tasks and more productive task. The intrinsic motivation allows a small business for operating with fewer managers of the hierarchy level thereby reducing labour costs and keeping the company lean. The intrinsically motivated employees shall try to resolve problems by themselves rather than asking the managers for the assistance even for the smaller issues. Also, the employees who are motivated intrinsically shall not be guided by the supervisors for taking new projects (Nie et al. 2015). Additionally, intrinsically motivated employees are more creative than the rest. Therefore, the managers can develop their career and make it more valuable through strategic initiatives. The employees may be priceless to the small businesses for example software improvment, where the innovation can change the power framework. These employees can be invaluable to small businesses in industries such as software development, where innovation can change the power structure in the industry overnight (Cerasoli, Nicklin, and Ford 2014). Extrinsic motivation in organization can permit a great degree of control over the operational procedures. The employees who are motivated extrinsically require close supervision to enhance performance. Therefore, the managers can keep a close watch as well as guide the employees at work. The supervision may be unbearable to various employees whereas the other employees may thrive in constant guidance and encouragement from their seniors (Benedetti et al. 2015). The extrinsic motivation is offered as the financial incentives to a certain extent encouragement. The incentives can increase all motivation of employees that makes them break personal performance records. The new levels of the efficiency can be reached as the personal performance records can be broken (Dysvik and Kuvaas 2013). However, intrinsic motivation may be disadvantageous. Intrinsic motivation can make the employees lose track of space and time. There is not enough time for the managers to perform or learn essential tasks while learning. Job satisfaction is a weakness for the employees as the employees may damage the presentation of the entire team in the association. Also, it is difficult for the managers to attain short-term goals such as intrinsic rewards get a longer phase of time. Further, the research states that extrinsic rewards are offered to a person to perform task that may decrease the level of intrinsic motivation. The personal wish of the employees shall decrease and cause low satisfaction. Additionally, it shall build up stress if the manager relies much on extrinsic rewards. Financial incentives are introduced to the agents for contributing to a socially attractive outcome that tends to reduce the number of contribution (Gerhart and Fang 2015). Workplace flexibility adds to motivation of employees. The millennial are more interested in the work life balance and working conditions. The balance of work life can be defined as the condition of equilibrium, which is achieved in between the working priorities as well as lifestyle. The workers should enjoy their individual time outside the business surroundings. Flexibility is important as the employees might take lower salary but good flexibility shall motivate them. Flexibility can be considered as a reward. Flexible working would not be a motivator for every person. Some people may have to work longer days to get a bit of spare time when they can relax. However, it is becoming a deliberation for many companies, especially as more workers argue about the non-flexible working might be a deal-breaker. According to the managers view, there are no right or wrong answers for leading the people. This notion can be challenged as motivation works the best when implemented appropriately in the workplace. Motivation and achievement are directly related with each other. Achievement in the workplace deals with sense of accomplishment and pride. The managers who notice a decrease in performance level need to take proactive steps for enhancing motivation and employee morale. One of the strategies for better motivation of employees is employee recognition. Managers need to thank their employees only to avoid the decline in motivation. Managers do not need to purchase extravagant gifts as a way to motivate employees. The managers may thank the employee with a e gesture as it can motivate the employees as well as make them feel valuable. Employee recognition may be considered the most successful tool when employees earn fair wage. Further, the employers that emphasize on the quality of life moti vate employees towards high level of productivity. The employees are concerned about balancing their work and personal life that can diminish their morale and performance. The employers may put into practice flexible schedules giving them the capacity to promote their quality of life. Conclusion and Recommendations Conclusively, psychological contract and flexibility leads to motivation. According to the email received by the senior manager in the organization, the concepts for excample motivation, team-working, ethics, social responsibility, organisational change and ethics contribute to staff development. Motivation creates confidence among people so that their role can be explained. The psychological factors that stimulate the behaviour of people are needs for money, recognition, success, team work, job satisfaction, and others. Motivation started attracting researchers in the post-industrialized world. It deals with the differing needs of human while arranging them in a hierarchy where satisfaction at one level leads to another. The theory states that both the hygiene and motivators play a vital role in shaping the motivation factor of employees. Leading and managing people are crucial and motivation has certain merits and demerits. It is recommended to enhance motivational factors. When the needs of employees are satisfied, he is more likely to generate greater output. Learning does not take place without motivation. If the workers are motivated properly, energy is created that impacts the productivity level and profitability positively. The theorists identify the needs of people and the ways in which it energizes behaviour. The intrinsic motivation allows a small business for operating with less managers in hierarchy level thereby reducing labour costs and keeping the company lean. Also, the employees who are motivated intrinsically shall not be guided by the supervisors for taking new projects. The managers can develop their career and make it more valuable through strategic initiatives. The employees who are motivated extrinsically require close supervision to enhance performance. The incentives can increase all motivation of the employees that makes them break individual performance records. Job satisfactio n is a weakness for the employees as the employees may damage the performance of the entire team in the organization. The personal desire of the employees shall decrease and cause low satisfaction. References Benedetti, A.A., Diefendorff, J.M., Gabriel, A.S. and Chandler, M.M., 2015. The effects of intrinsic and extrinsic sources of motivation on well-being depend on time of day: The moderating effects of workday accumulation.Journal of Vocational Behavior,88, pp.38-46. Cerasoli, C.P., Nicklin, J.M. and Ford, M.T., 2014. Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis.Psychological bulletin,140(4), p.980. Dysvik, A. and Kuvaas, B., 2013. Intrinsic and extrinsic motivation as predictors of work effort: The moderating role of achievement goals.British Journal of Social Psychology,52(3), pp.412-430. Gerhart, B. and Fang, M., 2015. Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs.Annu. Rev. Organ. Psychol. Organ. Behav.,2(1), pp.489-521. Kontoghiorghes, C., 2016. Linking high performance organizational culture and talent management: satisfaction/motivation and organizational commitment as mediators.The International Journal of Human Resource Management,27(16), pp.1833-1853. Kultalahti, S. and Liisa Viitala, R., 2014. Sufficient challenges and a weekend aheadGeneration Y describing motivation at work.Journal of Organizational Change Management,27(4), pp.569-582. Nie, Y., Chua, B.L., Yeung, A.S., Ryan, R.M. and Chan, W.Y., 2015. The importance of autonomy support and the mediating role of work motivation for well?being: Testing self?determination theory in a Chinese work organisation.International Journal of Psychology,50(4), pp.245-255. Olafsen, A.H., Halvari, H., Forest, J. and Deci, E.L., 2015. Show them the money? The role of pay, managerial need support, and justice in a self?determination theory model of intrinsic work motivation. Scandinavian journal of psychology, 56(4), pp.447-457. Pandey, P., 2014. Employee motivation and retention-key to organisational performance-in Indian perspective.International Journal of Marketing and Technology,4(4), p.144. Perryer, C., Celestine, N.A., Scott-Ladd, B. and Leighton, C., 2016. Enhancing workplace motivation through gamification: Transferrable lessons from pedagogy.The International Journal of Management Education,14(3), pp.327-335. Taormina, R.J. and Gao, J.H., 2013. Maslow and the motivation hierarchy: Measuring satisfaction of the needs.The American journal of psychology,126(2), pp.155-177.