Australian Prime Ministers-Sir John Kerr Essay Example for Free

Australian Prime Ministers-Sir John Kerr Essay Sir John Kerr was an eminent lawyer. He was the 13th Chief Justice of the Supreme Court of New South Wales and the 18th Governor-General. He is best known for being the controversial figure at the centre of the dismissal of the Labor government of Gough Whitlam on 11 November 1975, an event which sparked the most significant constitutional crisis in Australian history. On that day Kerr dismissed Prime Minister Whitlam and appointed Malcolm Fraser to form a caretaker government, pending elections. The dismissal was the most dramatic event in the history of Australian federal politics. For the first time since Federation, the unelected representative of the Queen had removed a government which commanded a majority in the House of Representatives. The Dismissal, as it is known, remains a highly controversial event in Australian political history. Kerr was born in 1914 in Balmain, a then working-class suburb of Sydney, where his father was a boiler-maker. After studying at Fort Street High School he graduated in law from the University of Sydney and became a barrister in 1938. At Fort Street, Kerr met Dr H V Evatt, later to become a High Court judge. As a prominent lawyer, Kerr was known for representing trade union clients and had strong ties to the Australian Labor Party. At one stage, in the 1950s, he even intended to stand for parliament as a Labor candidate. In the 1960s Kerr was promoted to other judicial positions (as well as working for a government intelligence agency), and in this period his political leanings became more conservative. He became close with Sir Garfield Barwick, the Liberal Attorney-General who had become the Chief Justice of the High Court in 1964. Kerr was appointed Chief Justice of New South Wales in 1972, and when Sir Paul Hasluck retired as Governor-General in July of 1974, Prime Minister Whitlam recommended to the Queen that Kerr take up the position. It has been said that Whitlam seemed to have faith in Kerrs political reliability due to his former membership in the Labor Party. However, Kerrs political views had changed over time and he had come to see the role of governor-general in a different way from Whitlam. The Whitlam Labor Government had come to power in December 1972 after 23 years of Liberal/Country Party coalition rule. Campaigning on the slogan Its Time, the ALP seemed to have the support of the nation, although in reality their margin of victory was relatively narrow. Whitlam was the first of a new type of Labor prime minister. He put in place a number of progressive legislative proposals, implementing free education policies, reaching out to Asia and breaking with the US on foreign policy. His approach, however, did meet with some resistance. The Senate, with great determination opposed and rejected some of Whitlams key legislative proposals. This included Bills designed to institute a free health insurance system; to provide Senate representation for the Australian Capital Territory and the Northern Territory; to reform the organisation of electorates; and to allow the government to oversee the mining of oil and minerals. The repeated rejection of Whitlams bills led to the calling of a double dissolution election, in which all members in both Houses are up for re-election. A political scandal also forced the election. Prior to the double dissolution election, Whitlam maneuvered to create an extra Senate vacancy in Queensland by offering a sitting senator, Vince Gair, an ambassadorship. Whitlam hoped Labor could win the vacant seat and take control of the Senate. The so-called Gair Affair infuriated the Opposition, who threatened to block supply in the Senate, which meant exercising its power to reject or defer appropriation or money bills. It is a constitutional necessity that the government be allocated money by the parliament through the passing of annual appropriation bills. These bills give the government the money it needs to govern the country and to run parliament for the financial year. In response to these blockages and hoping to secure his position with a strong re-election, Whitlam went to the then Governor-General Hasluck, and gained the double dissolution election which was held in May of 1974. The Whitlam government was re-elected, although with a reduced majority, and the Senate continued to present an obstacle the agenda of the government. During 1975, the Government also was involved in the Overseas Loans Affair. The Whitlam government had a number of plans it needed funded. These included the construction of a natural gas pipeline, the electrification of interstate railways and a uranium enrichment plant. Some of Whitlams ministers seeked to raise an overseas loan of $4 billion to fund these projects, but rather than go to the usual American and European sources, they seeked financing from the oil-rich Middle East. A Pakistani broker was used to secure the loan and the entire process was considered questionable by members of the government, media and public. In the end, no loan was ever gained and no broking commissions paid, but Whitlams government was made to look reckless and foolish. In the face of economic difficulties and the political impact of the Loans Affair, Whitlam remained vulnerable throughout 1975. After a series of resignations in 1975, Opposition Leader Malcolm Fraser announced that the Opposition would use its numbers in the Senate to block supply until Whitlam called another election. Whitlam refused, and this confrontation was followed by several weeks of constitutional crisis, which raised a number of crucial questions about Australian democracy and the roles of the House of Representatives and Senate in the Australian system. Governor-General Kerr took an active interest in the crisis and became convinced of the need to dismiss Whitlam from office. In a later statement, Kerr said he believed that it was the democratic and constitutional solution to dismiss a prime minister who could not guarantee supply and to let the Australian people decide the conflict. Kerr sought the advice of his friend Chief Justice Barwick, who endorsed the legality of the action on Monday, 10 November 1975. On Tuesday 11 November 1975 (Remembrance Day), Whitlam proposed calling a half-Senate election, but the Governor-General rejected this proposal and instead, officially dismissed Whitlam from power. Fraser was asked to step in as a caretaker prime minister. A double dissolution election was held on 13 December of that year. Although the House of Representatives passed several motions of confidence in the Whitlam Government and instructed the Speaker, Gordon Scholes, to send this message to Kerr, the governor-general was steadfast in his decision. Scholes subsequently wrote to the Queen, who replied that there was no place for her involvement or interjection in an internal Australian political conflict. At the 13 December election, Frasers Liberal-National coalition was elected with a large margin. For Whitlams supporters the events of November 1975 were shocking and an abuse of the governor-generals power. In Kerrs statement of reasons for the dismissal, he made the case that he was simply doing his job to uphold democracy, stating that The decisions I have made were made after I was satisfied that Mr Whitlam could not obtain supply. No other decision open to me would enable the Australian people to decide for themselves what should be done. In the wake of the Dismissal, Kerr remained a controversial figure for the rest of his life. Due to a public problem with drinking he was later forced to resign as the Australian Ambassador to UNESCO (United Nations Educational, Scientific and Cultural Organization). He lived in England for some years and died on 7 April 1991. After another defeat in 1977, Whitlam resigned from parliament. Malcolm Fraser went on to be Prime Minister for almost eight years until his defeat by Bob Hawke in 1983. The Dismissal remains a controversial subject in the history of Australian politics, and is particularly relevant to happening debates about Australia becoming a republic and further empowering the Head of State. The constitutional and political effects of the Dismissal remain of importance to anyone interested in Australian politics and the structures of power in Australia.

The Turning Point of World War II - The Battle of Midway Essay example

World War II, along with its numerous battles, brought great tension between two of the strongest countries during the 1940s: the United States and Japan. Conflict between these two countries started with Japan’s push past Chinese borders into Manchuria in search of the natural resources Japan lacks. At first, the United States avoided military action with Japan by waging economic warfare on them. This economic pressure included the passing of the Neutrality Act, which prohibited the sale of weapons to nations at war (Nash 513). Additionally, the United States placed oil embargoes on Japan hoping it would force Japan to shut down military operations in China. Japan, at a critical decision point, decided to bomb the American naval base at Pearl Harbor. On December 7th, 1941 at 6 a.m., Japan pilots bombed the naval base at Pearl Harbor, taking out the United States’ strongest battleships, killing thousands of people, and destroying hundreds of planes (Sherman). The day a fter Pearl Harbor, the United States declared war on Japan. Over the next few years, the United States and Japan fought fierce battles for dominance in the Pacific Ocean. One of the most important battles during the United States and Japanese war was the Battle of Midway. Japan was destroying the United States at sea, until the Battle of Midway gave the United States Pacific Fleet an edge on Japanese forces. The Battle of Midway was the most important naval engagement of World War II: it was a decisive battle that allowed the United States to be the dominant naval power in the Pacific and it marked a turning point in World War II for the United States. The motive for Japan’s plan to attack Midway Island was to claim dominant power over the Pacific Ocean and to... ...ary B. American Odyssey: The United States in the 20th Century. New York, 2002. 513. Print Newark, Timothy. Turning the Tide of War: 50 Battles That Changed the Course of Modern History. London: Hamlyn, 2001. 112-15. Print. Nicholas, Walter. Interviewed by Lewis G. Schmidt. Interview with Walter Nicholas. 10 October 1989. Web. 14 March 2014. â€Å"Now It’s the Japanese Who Will ‘Remember Pearl Harbor’.† Daily Boston Globe 7 June 1942: D1 ProQuest. Web. 13 March 2014. â€Å"Pacific Situation Declared Eased by Battle of Midway.† Los Angeles Times 10 June 1942: 2 ProQuest. Web. 13 March 2014. Sherman, Frederick â€Å"Sherman Tells Inside Story of Midway Battle.† Historical Newspaper. ProQuest Historical Newspaper. ICONN. Web. 17 March 2014. Symonds, Craig. â€Å"Mitscher and the Mystery of Midway.† June 2012: 46. History Reference Center. EBSCOhost. Web. 18 March 2014.

Eastern Tobacco Company Essay

Introduction Why the Eastern Tobacco Company in Egypt is an example of monopolistic competition? Eastern Tobacco Company is known as the largest tobacco producer in Egypt. The company produces different products such as cigarettes, molasses tobacco, pipe tobacco and cigars (Oxford Business Group, 2008). Additionally, it produces other products that are related to cigarettes. These may include homogenized and filter rods tobacco (Owen & Pamuk, 1998). Their entire products are divided into two categories. These may include local and export products. The company is known as the largest company producing large amount of tobacco in Egypt Thus, it faces stiff competition by local and international companies that produces tobacco. Eastern Tobacco Company is an example of monopolistic competition (Owen & Pamuk, 1998). This is due to the fact that all tobacco industry is categorized in monopolistic competition. One of the viable reasons that make Eastern Tobacco Company to be categorized in monopolistic competition is the fact that there are quite a large number of companies that are producing the same products; however, they have differentiated them. This means that all companies under tobacco sector are satisfying the market demand for tobacco (Solow, 1999). Another reason that makes Eastern Tobacco Company to be a good example of monopolistic competition is the fact that it brings out differentiated products that are reasonably close substitutes for each other (Oxford Business Group, 2008).   For instance, the company brings into the market different types of cigarettes. These may include homogenized and filter rods cigarettes. It also produces different types of tobacco, for instance, molasses tobacco, pipe tobacco. Thus, the company has one of the characteristics of firms that are categorized in the group of monopolistic competition. Due to the fact that products are of close substitutes, there can be any reduction of price. This can be seen in Eastern Tobacco Company as they can be in a position to reduce the price of their products (Owen & Pamuk, 1998). This helps them to attract large number of customers and thus, they are perceived as the largest company in Egypt producing tobacco. One of the major characteristics of monopolistic competition is the fact that there are a large number of sellers (Solow, 1999). They tend to sell differentiated products. This can be evidenced in tobacco industry, as there is quite number of sellers that sell different types of tobacco. For instance, many local companies are selling same products as Eastern Tobacco Company. Thus, there is a different seller that sells tobacco like Eastern Tobacco Company. This means that Eastern Tobacco Company have achieved this characteristics of monopolistic competition where many sellers selling differentiated products dominate the industry. Eastern Tobacco Company does not have price competition. This is due to the fact that the company has the freedom to win over its entire customers. For instance, large number of customers prefers Eastern Tobacco Company as they offer after sales services. This is a situation where a buyer purchases large tonnes of tobacco and the company offers to take them to his or her home. Offering after sales services is one way that Eastern Tobacco Company uses to attract large number of customers. From the above point of view, it is clearly evidenced that Eastern Tobacco Company has all characteristics that monopolistic competition is associated with. Thus, it can be classified as a good example of monopolistic competition. For instance, the company has similar products but has differentiated them to different brands. These may include molasses tobacco, pipe tobacco (Oxford Business Group, 2008). Therefore, it is an example of monopolistic competition. References Owen, E. R. J., & Pamuk, S. (1998). A history of Middle East economies in the twentieth century.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   London: I.B. Tauris Publishers. Oxford Business Group. (2008). The Report: Emerging Egypt 2008. London: Oxford Business Group. Solow, R. M. (1999). Monopolistic competition and macroeconomic theory. Cambridge [u.a.:   Ã‚  Ã‚   Cambridge Univ. Press.   

Critically Comment On Some Of The Various Forms Of Commitment To The Organization - Free Essay Example

Sample details Pages: 8 Words: 2492 Downloads: 3 Date added: 2017/06/26 Category Management Essay Type Critical essay Level High school Did you like this example? A key aspect of the management task is to secure employee commitment to the organisation. Critically comment on some of the various forms of commitment and outline the problems involved in gaining employee commitment to an organisation. Introduction Employee commitment is a crucial ‘work attitude (Morris et al, 1993:22). It has been defined in several similar ways to emphasise its behavioural and psychological moorings. Don’t waste time! Our writers will create an original "Critically Comment On Some Of The Various Forms Of Commitment To The Organization" essay for you Create order For instance: a stabilizing force that acts to maintain behavioural direction when expectancy/equity conditions are not met and do not function (Locke, 1976: 1298) and; â€Å" a psychological state that binds the individual to the organization (Allen Meyer, 1990:4). The level of commitment relates to several aspects such as satisfaction, turnover, cognitive resonance between different hierarchical levels, and performance on the job (Kreisman, 2002). The complexity in and importance of understanding employee commitment thus makes it a key feature of managerial task. This essay examines the body of knowledge from past research to reflect on such commitment and issues in harnessing it. Forms of Employee Commitment There has been extensive work in the area of dimensionality or typology of employee commitment (e.g. Vandenberg and Scapello, 1994; Williams and Hazer, 1986; Johnson and Yang 2010). This is drawn from, and has also in turn informed the understanding difficulties in gaining managerial commitment. Employees maybe committed for different reasons and thus different forms of commitment need to be contextualised. There is considerable overlap in the ‘architecture of forms posited by different writers as they have come to grips with this concept that is crucial for organisational performance (e.g. Bennett, 2000; Meyer et al., 2004). The three dimensional framework presented by Meyer and Allen (1997) and taken further the workplace model of Meyer and Herscovitch (2001), are central to most conceptualisations presented in extant research. The three dimensional framework posited the following as dimensions based on employee mind-sets: 1. Affective commitment: Is understoo d as the employees constructive emotional bonding to the organisation. Such an employee strongly associates himself/ herself with organisational goals and seeks to stay with the organisation because he/she wishes to do so. 2. Continuance commitment: Here the emotional quotient is largely moot and the employee perceives it to be very costly to lose organisational membership. This could be for a host of reasons right from financial costs of salary and benefits to social costs of ties and reputation. Such an employee stays with the organisation because he or she is tied in. 3. Normative commitment: There is an obligatory notion at play here. The employee feels to return the value commitments made in him/ her by the organisation. The loyalty aspect is strong- either due to individualised value perceptions that direct behaviour or due to social norms that apply to the context and relate with the environment the organisation belongs to. The fundamental basis of distinguishi ng between these is that they have very contrasting impacts on/ implications for behaviour (Meyer et al, 2004). This behaviour in turn has very important implications for the work environment and subsequent performance. Extant research indicates that affective commitment is strongly associated with not only job performance, but also with organisational citizenship, and often is a precursor to normative commitment. Continuance commitment is negatively associated with these aspects and usually needs to be moderated in favour of the other two forms of commitment (Johnson and Yang, 2010; Morris et al, 1993). This assertion also suggests that while all three forms of commitment are useful to operationalise they need to be scoped and balanced carefully. Employee commitment: The Pillars of Conceptualisation Another significant development in understanding employee commitment has been the approach to directing commitment towards specific targets or â€Å"foci†, that relate to employee behaviour at workplace (Johnson and Yang, 2010:230; Meyer et al, 2004:998). The theorisation in the area of employee commitment thus stands on two pillars- that of form and of focus. There is an arguably third pillar that is about the â€Å"bases of commitment† (Allen and Meyer, 1990: 3). These bases refer to factors that lead to development of the aforementioned forms of commitment. For instance, affective commitment can seem to be developed based on alignment of individual values with organisational values, and extent of personal involvement. On the other hand, normative commitment can be seen to be a function of social processes and cultural orientation that orients individuals towards reciprocation (Bennett, 2000). Continuous commitment which is a contrast to these two more constru ctive forms of commitment is a function of stakes that an employee builds in, or employee investment in a course of action (Meyer et al, 2004). The essence of conceptualisation around employee motivation is thus about variables of ‘form, ‘foci and of ‘bases. Recent work has tried to integrate commitment and motivation theories. This is to posit that there is a recursive and mutually enabling relationship between the two (Johnson and Yang, 2010). The contribution of this research has been to embed commitment as a subset of motivation and explain how â€Å"employees relationships with social foci influence behaviour relevant to the foci† (Meyer et al, 2004: 1003). Such integration provides for levers to augment commitment by providing variables such as goal choice, self-efficacy and goal directedness. It is particularly useful in developing the directional paradigm that is associated with commitment towards tasks or ‘foci (Johnson and Yang, 2010 ; Lawson and Price, 2003). Good Practice Prescriptions for Managers Such recent research has also followed up on Meyer et al, (2004) call for examining the motivation and commitment nexus to operationalise and deliver practice relevant levers for employee commitment. Johnson and Yang (2010) provide a perspective in this light by explicitly pinning down different motivations that influence the different forms of commitment. Their empirical analysis provides a model that can predict behavioural response to initiatives directed towards augmenting, reinforcing or balancing the different forms of motivations. Based on work that seeks to identify levers behind employee commitment the following practice relevant aspects can be identified for improving commitment (e.g. Vandenberghe et al, 2007). †¢ Clarity in communication about how organisational goals align with individual goals. This calls for the right-kind of â€Å"capacitated middle managers (Shibata et al, 1991). †¢ Building a legacy, and working on developing value based pr actices that see the organisation as a function of its members. †¢ Developing a trusting environment where communication is seen, heard and decisions are perceived as being fair. †¢ Building a community structure around work processes and across disciplinary areas- where people share and relate to their team and the broader organisational context. †¢ Enrich employee development on the job and through the job. This is by a reward and challenge environment -where developmental needs are encouraged to arise from the employees themselves Barriers to/Problems in achieving Employee Commitment The barriers or difficulties in eliciting employee commitment stem from several sources. The most cited one is that of organisational focus on achieving short term performance goals at the expense of long term employee development, and low investment in building shared vision and community like schemas (Breukelen, 1996). This barrier is manifested more specifically in the role description and performance assessment criteria of middle managers that are both highly measurable and short term oriented. The leadership role that the middle manager needs to play in aligning individual goals with the organisational goals is often on a back burner (Shibata et al, 1991; Locke, 1976). Another barrier that follows is the potentially low importance given to: internal signals about reputation; managements demonstration of concern for employees vis-à  -vis concern for performance and; willingness of top management to be inclusive of views and opinions of employees. Such signals directly affect employee perception of their position in the organisational scheme of things. In context of the forms of commitment discussed before this can be about: being an integral part of the organisation contributing to something they value; feeling gratitude for what the organisation has offered to them and/or being tied in only for the direct benefits they receive from what is they perceive as their best choice as an employer given the risks of disassociation (Lawson and price, 2003; Johnson and Yang, 2010). It is clear that poorly managed signals can lead to lower levels of commitment or a sub-optimal balance between favourable and less favourable forms of commitment. Still another difficulty relates to the right kind of employees and the right kind of mix of employees that is created overtime. Lack strategic thinking on recruitment policies to align with the requirements of the organisation as a social milieu and as an economic entity may also create a mismatch betwee n the organisation and its employees (Allen and Seinko, 1997). The organisational appeal to the employees for contribution and performance is usually leveraged on explicit or implied tangible outcomes for the employee. This is a barrier in itself as it leads to sub-optimal performance outcomes. Psychological attachment led on the job performance by employees improves overall organisational performance. This is because the employee feels to have shared the outcome in a more socio-cognitive manner by having a feeling of belongingness (Bennett, 2000; William and Hazer, 1986). This right kind of commitment is also compromised by a legacy of rewards to tangible outcomes and target achievement vis-à  -vis say good citizenship behaviour (Wright, 2001). Barriers to or difficulties in employee commitment are also contextual, and have been of particular interest in extant research with reference to management of change (Strebel, 1996)*). In the case of the turnaround undertaken a t Lufthansa in early 1990s research has identified the emphasis on communication and capacitated middle managerial roles as crucial to sustaining and garnering employee commitment during the turnaround. A similar emphasis on employee commitment was seen at Saatchi and Saatchi for regaining a focus on its creative businesses portfolio albeit with a drive on aspects to do with the right signalling mechanisms to create greater trust (Mintzberg et al., 1990) getting it had been seen at Saatchi and Saatchi but with an emphasis (Mintzberg et al, 2003)change. The difficulties identified in light of the above instances, because of which the relevant drivers of commitment were focussed upon, fall under what are identified as generic barriers to employee commitment in times of change. These are ‘disruptions to relationship; threat of statuses; the desire to retain status-quo and; ‘tangible benefits related adverse consequences (Bennett, 2000:127,128). Different forms of c ommitment are affected differently in times of change, and overall commitment and its impact on change itself is a function of existing levels and combination of the different forms. The nature of business and industry culture also influence such an impact. However, there is some consensus in research that the initial levels of commitment, if not overtly led by the form of ‘continuance commitment, tend to contribute affirmatively to change (Zell, 2001:78; Caldwell, 1990). Conclusions It has been clearly established that the different forms of commitment demand a balancing act by managers so that a right mix is arrived at. While ‘continuance commitment is one form that is not seen in very positively light- it is also a lever to be engaged when an organisation wants quick and organisation-wide uptake and sanction for initiatives. That affective and normative commitment should lead the mix is irrefutable. However, initial dispositions of the employees, the legacy of organisational human resource strategy, and the social and culture milieu influence and pre-ordain a lot of what can be done to influence such a mix (Caldwell, 1990). Garnering employee commitment is a process that requires time and conscious effort, and because it is not (usually) subjected to measurement, managerial roles and tasks oriented towards it suffer because of the â€Å"objectivity of performance parameters† that are set for managers (Allen and Meyer, 1990: 4). Advanc es in measurement of employee commitment, and in predictive models that provide a cause effect relationship to inform the highly socio-cognitive arena of employee commitment, have changed this scheme of things. A better interface with the field of motivation, task mandates (foci), and understanding of the bases behind forms has also matured in research. This has bridged the gap between theory and practice. Middle managers are becoming very central to employee commitment related initiatives. The ever important top management sanction for investment in time and resources towards employee commitment is also at an all-time high. This is particularly because of the present recessionary times where the pressures of change and adaptation have amplified the difficulties in and importance of harnessing and sustaining employee commitment. References Allen, N.J. Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63: 1-8. Allen, P. Seinko, S. (1997). A comparison of contingent and core workers perceptions of their jobs characteristics and motivational properties. S.A.M. Advanced Management Journal, Summer 1997, 62 (3): 4-12 Bennett, H. (2000). The effects of organizational change on employee psychological attachment. Journal of Managerial Psychology, 15: 126-148. Breukelen, J.W.M. Van (1996). Organizational commitment in perspective. Gedrag en Organisatie, 9:145-166. Caldwell, D.F., Chatman, J.A. OReilly, C.A. (1990). Building organizational commitment: A multi-firm study. Journal of Occupational Psychology, 63: 245-261. Johnson, R.E. Yang, Liu-Yang (2010). Commitment and Motivation at Work: The relevance of employee identity and regulatory focus. Academy of Management Review, 35(2): 226-245. Kre isman, B. (2002). Insights into Employee Retention, Commitment and Motivation [Online] Available at: https://www.insightsvancouver.com/PDFs/Employee%20Commitment-Retention%20White%20Paper%5B1%5D.pdf [Accessed 31 October 2010]. Lawson, E. Price, C. (2003). The Psychology of change management. McKinsey Quarterly, 2: 30-36. Locke, E. A. (1976). The nature and causes of job satisfaction. In M, D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand-McNally, 1297-1349 Meyer, J.P. Herscovitch, L. (2001). Commitment in work-place: Towards a general model. Human Resource Management Review, 11:299-326. Meyer, J., Becker, T. Vandenberghe, C.(2004). Employees Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6): 991-1007 Mintzberg, H., Ahlstrand, B. Lampel, J. (1998) Strategy Safari: A guided tour through the wilds of strategic management, The Free Press, New York, 1998, 234-321. Mo rris, M., Lydka, H. OCreevy, M.F. (1993). Can commitment be managed? A longitudinal analysis of employee commitment and human resource policies. Human Resource Management Journal, 3 (3): 21-29. Shibata, G. TSE. D., Vertinsky, I. Wehrung, D. (1991) Do norms of decision-making styles, organisational design and management affect performance of Japanese firms? An exploratory study of medium and large firms. Managerial and Decision Economics, 12(2): 135-146. Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74: 86-88. Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines. Organizational Dynamics, 30: 62-77. Vandenberg, R. J. Scarpello, V. (1994). A longitudinal assessment of the determinant relationship between employee commitments to the occupation and the organization. Journal of Organizational Behavior, 15: 535-547. Vanderberghe, C., Bentein, K., Michan, R., Checat, J., Tremblay, M. Fils, J. (2007). An examination of the perceived support and employee commitment in an employee-customer encounters. Journal of Applied Psychology, 92: 1177-1187. Williams, L. J. Hazer, J. T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A re-analysis using latent variable structural equations models. Journal of Applied Psychology, 71, 219-231. Wright, B. (2001). Public-Sector Work Motivation: A Review of the Current Literature and a Revised Conceptual Model. Journal of Public Administration Research and Theory, 11 :(4). Zell, D. (2001). Overcoming barriers to work innovations: lessons learned at Hewlett-Packard. Organizational Dynamics, 30: 77-87.