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• IIP is based on the CRC as a whole. It would be better to base it on individual performance i.e. how that person performs and relays information, attendance and punctuality.
• The IIP scheme is largely based on factors external to the CRC i.e. information from field staff and dispatch. It should be based on our performance – GOS, call handling skills and call stats.
• Have it individual, then each person would be responsible and accountable for their contribution. At the moment regardless of my efforts I will suffer due to the inadequacies of others.
• Would improve if it was not based on the performance of other departments. (YE dispatch the prime example)
• It should be based on my performance, so that if I work hard I am rewarded. At the moment I am penalised regardless of what I do.

Figure nine looks at what factors would improve morale and motivate members of the CE Contact Centre. The chart identifies several factors that would help improve the current level of morale and motivation, these being, ‘creation of personal development opportunities’, ‘improve communication’, ‘offer rewards or incentives’, and ‘involve advisor’s more in decision making’.

Following on from figure nine respondents were asked what their previous employers did to maintain and boost morale in the workplace. The most common initiatives were;
• More frequent refresher training on procedures
• They provided more training and offered further education to enhance personal development
• Individual PRP or incentive schemes
• One to one’s every week, with call reviews included
• Fun days and charity events
• Gifts or awards for hard work and reaching targets
• Partial uniforms – T-Shirts

For Figure ten advisors were asked where they saw themselves in 18 months time. 55% of respondents see themselves leaving the company and 36% of people see themselves in the same position. What is concerning is not one person currently envisages promotion.

Figure eleven shows the current state of mind of the respondents. The majority of people are unhappy in their position, the respondents who were unhappy or unmotivated were asked why and what could be done to improve their state of mind. Respondents stated

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• IIP is based on the CRC as a whole. It would be better to base it on individual performance i.e. how that person performs and relays information, attendance and punctuality.
• The IIP scheme is largely based on factors external to the CRC i.e. information from field staff and dispatch. It should be based on our performance – GOS, call handling skills and call stats.
• Have it individual, then each person would be responsible and accountable for their contribution. At the moment regardless of my efforts I will suffer due to the inadequacies of others.
• Would improve if it was not based on the performance of other departments. (YE dispatch the prime example)
• It should be based on my performance, so that if I work hard I am rewarded. At the moment I am penalised regardless of what I do.

Figure nine looks at what factors would improve morale and motivate members of the CE Contact Centre. The chart identifies several factors that would help improve the current level of morale and motivation, these being, ‘creation of personal development opportunities’, ‘improve communication’, ‘offer rewards or incentives’, and ‘involve advisor’s more in decision making’.

Following on from figure nine respondents were asked what their previous employers did to maintain and boost morale in the workplace. The most common initiatives were;
• More frequent refresher training on procedures
• They provided more training and offered further education to enhance personal development
• Individual PRP or incentive schemes
• One to one’s every week, with call reviews included
• Fun days and charity events
• Gifts or awards for hard work and reaching targets
• Partial uniforms – T-Shirts

For Figure ten advisors were asked where they saw themselves in 18 months time. 55% of respondents see themselves leaving the company and 36% of people see themselves in the same position. What is concerning is not one person currently envisages promotion.

Figure eleven shows the current state of mind of the respondents. The majority of people are unhappy in their position, the respondents who were unhappy or unmotivated were asked why and what could be done to improve their state of mind. Respondents stated

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• Obtaining, disclosing (or bringing about the disclosure), or selling personal data; without the consent of the Information Commissioner.
• Obtaining unauthorised access.
• Asking another person to access data.
• Failure to respond to an information and/or enforcement notice.

Individual’s and organisations have considerable rights conferred on them under this Act. Subjects have legal rights to
• Find out what information is held about them
• To seek a court order to block, prevent, erase and destroy personal details that are inaccurate or contain expressions of opinion, that are based on inaccurate data.
• To prevent the processing of data for direct marketing
• To prevent the processing of data that may cause substantial unwarranted stress or damage to themselves or someone else
• The right to compensation from the data controller for damage or distress caused by a breach of the Act

In addition to the enforcement notice, used to retract data, the Information Commissioner has the authority to fine an organisation up to £5,000 for each individual breach of the Act. Although the fine would not have a significant impact, financially, upon an organisation the enforcement notice brings undue workload, intervention from external parties and negative publicity.

5.11 Data Protection and the impact CE-Electric UK
As with all other organisations in the European economy the Company have to comply with the Data Protection Act and have internal policies and measurements in place.

The Company hold data on customers and employees which is covered by the Act. All customer databases are kept on a password secure computer server, which access and each individual database is strictly limited to employees who have a business need to view the information.

The customer relations department record and log details of every customer contact. Therefore all employees receive training from the company’s data controller and they each receive a booklet, ‘An employees guide to Data Protection’, which is derived from the Act and highlight the areas that may affect the Company.

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The respondents were split when asked about their perception on the effectiveness of the appraisal process 46% of the employees stated the appraisal would lead to a slight improvement but 54% of the employees stated it would not lead to an improvement and they would just continue as they had been. 70% of the employees felt as if the appraisal process had not done anything for them; of the remaining respondents 15% thought the appraisal process was a pointless paper exercise.

The respondents where asked for their views on how they could be inspired or encouraged to perform to a higher standard (multiple choice answers)
• Incentives to hit higher targets (46%)
• Combining the current PRP with the appraisal system (39%)
• Job/career advancement opportunities and more recognition for a job well done (30%)
• Offer of flexible working and better training and development opportunities (16%)

In terms of equity 50% of the respondents felt as if others in their section were treat the same in terms of fairness but 50% of the respondents also felt that other employees in different sections of the business were treat better in terms of reward and development opportunities. Fletcher offers the opinion that all employees in the organisation should be treat the same in terms of reward.

Through this investigation I have attempted to gain a more in-depth understanding, in an attempt to tackle, what I see as one of the most challenging issues in the any industry; managing performance.

The contact centre industry research has highlighted that the call centre environment can be one of the most dynamic and stressful environment to work in particularly because every minute of every day is closely monitored by the management ensuring productivity and compliance is met.

The literature review has explored various models, methods and tools that are available in the management of individual and team performance. It can be said that most models and tools used within organisations are to some extent very similar and adopted from two or three of the models available.

The research amongst employees at CE-E UK identified that performance systems were in place and unlike the opinions of Fletcher (1999) and Armstrong (2003) the process is planned and employees are given advance notification that interview’s are taking place. It was evident that there is room for improvement in developing staff, through offering training or assistance when weaknesses have been identified, and changing the employee perception of the schemes is vital. To some extent the employee perception was there was a complete lack of faith within the current systems.

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If employees feel unable to discuss flexible working patterns and work-life balance issues with their employers, then employees may find it easier to leave the organisation for one which is open about the policies that it offers to staff.

Figure 9 is indicates the reasons the respondents felt unable to gain a work-life balance in their current employment. Thirty-five per cent of employees believed lack of work-life balance polices was just down to the nature of the job. Guest (2002) argues that depending on the degree of control employers have over work and the level of social support received, negative affects on work performance will occur.
Even though employees believe there are reasons why they haven’t got a balanced work-life, Figure 10 indicates that the respondents still required a good work-life balance to encourage them to stay in the organisation long-term. If the organisations don’t respond to the employee’s need for a balanced life, the employee may not see the organisation as a good option for long-term employment and so may leave the organisation.

Figure 10 Organisations with a good work-life balance are more attractive for long-term employment?
Hackman and Oldman (1980) Job Characteristics Approach indicates how motivation at work is affected by an employee’s ability to choose how and when they will work. The questionnaire findings indicated that the majority of respondents require work-life balance for long-term employment. If this result was reflected by the general public, employers would need to realise “that they have to be responsive and inventive in trying to meet employee expectations for flexible benefits” (Anonymous, 2004).

Many participants rated the benefits that their particular organisation offered as higher in importance than other desirable benefits. For example ‘shift working’ which the majority of workers at the Epilepsy Centre use, was the highest rated policy. All of the other policies had an average rating of 3, apart from the on-site gym which was rated the lowest.
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There is a wide variety of ages working in the two organisations which will help deliver different perspectives on work-life balance issues and increase the findings validity regarding the public at large.
Figure 3 Employment Status
Following a judgment in 1997 by the European Court of Justice, UK employment legislation was amended to give part-time employees the same employment protection and treatment as full-time employees. By knowing the amount of part-time respondents within the sample issues of work-life, benefits can be compared with their full time counterparts.
By segregating different groups of employees like part-time and full-time workers, information about their different attitudes regarding work-life balance can be discovered.
The part-time workers statistic showed that 92% felt they had a good work-life balance compared with the total survey average of 45%. Also 25 out of the 26 part-time workers either agreed or strongly agreed that organisations with a good work-life balance scheme are more attractive for long term employment.

The primary research investigated two organizations, one in the public sector and one in the private sector, both offering different levels of work-life balance policies and benefits to employees. In order that conclusions could be drawn from both sectors a sample frame including both public and private organisations was required.

Figure 5 Family Status
The respondent’s family status is crucial for analysis, as it can be used in comparison with the respondent’s feelings towards work-life balance issues to identify how different schemes are seen by people in different social relationships. Within the two surveyed organisations there is a good range of family statues, this could be due to the amount of employees under 25 at the Epilepsy Center.
4.1 Analysis of data

The cross-tabulation of the family status results and question 10 (Do you feel you have a good Work-Life Balance?) makes it apparent that subjects with a partner or children feel they have a more unsatisfactory work-life balance compared with those who are single.

One of the reasons such a high percentage of participants with partners and children are dissatisfied with their work-life balance could be seen to be due to their long hours, this could be rectified by the organisations offering more flexible working patterns to unify employees time spent at work with time spent with their partner and children. A CIPD survey in 2004 estimated that 6.3 million workers work 45 hours or more, and that “33% said that working long hours had a negative effect on their personal relationships” (CIPD report 2004). caviar caviar uk caviar

By having a purposive sample the researcher will be able to target women who have recently experienced childbirth and are able to reflect on their experiences of support in labour and provide their own suggestions as to what was good, bad and could be improved in the future. The sample size for qualitative research are generally small. Flick (2003) suggest anything form 4 – 50 participants and also emphasises that it is not the size of the sample that is important to the study, it is the quality of the sample and the experiences that are relevant to the research. With these suggestions in mind, the aim of this study is to interview women individually and the sample will consist of approximately 5 to 7 women of each ethnic group, totalling 15-20 English speaking Asian women. Ideally the first group will be Indian women; the second will be Pakistani women and the third, Chinese women. The sample should consist of three ethnic groups because they are easily accessible in the local communities and also because previous research into women’s views are limited to that of white British women or European cultures as discussed in the literature review (Callister et al 2001, Singh and Newburn 2006 and Vandevusse 1999).
The aim is to find women who meet the criteria of a good informatant. Morse (1991) describes a good informatant as someone who is willing and able to critically examine the experience and their response to the situation and are also willing to share their personal experiences with the interviewer. The women requested will also have to meet the researchers criteria of; healthy postnatal women whom have laboured recently within the last month and have birthed a normal healthy infant vaginally, either normally or instrumental. Parity is not relevant.
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Midwives are in the position, through the care they provide during labour,
to make a difference to women’s emotional well-being following childbirth.
Much work has been carried out by psychologists regarding control. The
locus of control theory is concerned with how the person perceives what is
happening to them. A person who perceives they have control is said to
have an internal locus of control and those who believe others are
controlling them have an external locus of control. It has been argued by
Green and Coupland (1998 In: Laing 2001) that a sense of control over
external events is lost in hospital. A woman in labour in hospital has little
choice but to continue with the labour and furthermore hospitals are run
within the guidelines set down by local protocols limiting her choice and
control.
Women base their degree of control and satisfaction on the amount of
information and choice they are given concerning any major or minor
obstetric interventions. If women feel the right decisions have been made
and they have had a degree of control they are more likely to have an
enhanced feeling of emotional well-being (Green 1990 In: Bott 2001). It
has been found that the type of obstetric intervention is not directly related
to emotional well being, with the exception of caesarean sections, which
are associated with a lower emotional well-being score (Green 1990 In:
Bott 2001).
The latest Confidential Enquiry into Maternal Deaths (2001) reports that
psychiatric disorders are known to have caused or contributed to 12% of
maternal deaths, 10% of which were due to suicide. It goes on to highlight
the fact that 10% of new mothers are likely to suffer from a depressive
illness of whom between a third and a half will be suffering from a severe
depressive illness.
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Faulder (1985) states that the medical profession is divided as to the exact
meaning and purpose of informed consent al fakher. This is particularly true in the field of
midwifery and obstetrics where this has recently become a key issue, despite the
existence of a number of professional guidelines such as the Code of Professional
Conduct (United Kingdom Central Council for Nursing, Midwifery and Health
Visiting (UKCC) 1992). This is in part due to the reluctance of many in the
2
medical profession to adopt this new ideology khalil mamoon. The age of informed consent
brings with it enormous changes to the previously paternalistic health service. The
Changing Childbirth Report (Department of Health 1993) with it’s ethos of
woman centred care emphasises the need to empower clients by providing them
with adequate information to make their own decisions. It is the right to know,
and the right to say no. (Tschudin 1989)
“Informed consent is about the right to control our own destinies and to
determine our own ends as far as humanly possible; it is about the right to
make choices and the right to refuse consent; it is about the right of
individuals to preserve their integrity and dignity whatever physical and
mental deterioration they may suffer through ill health; it is about our duty
always and in all circumstances to respect each other as fellow human
beings and as persons.” (Faulder 1985:2) shisha

Within the content of the article, nakhla, the author states that she is writing as a women living in the UK and learning about this culture and the details of its procedures. She does not, however, state that she is writing from personal experience of her time at the trust she is affiliated with. This makes it hard to determine where her views and opinions were formed from and if they are valuable ones. It was found that the author had not written any other literature within this subject arena or any other for that matter.
The article was published in 2003 and is a current topic within health care, shisha coal, as FGM effects 130 million girls worldwide and 2 million are at risk per year (WHO/UNICEF/UNFPA 1997).
Rationale
The rationale appears to be unclear, but is evident. The author writes from a “women living in the UK’s” perspective. This is not accurate and doesn’t provide much insight into her background of thought. We do not know what race, culture or religion she is herself in order to provide us with a wider setting. The author goes on to say that once she had learned about the culture and details of procedures involved, she developed an opinion that’s described as “horror” “anger” and “disbelief”. She then makes a judgement about the women who have undergone this procedure, shisha charcoal, and how they could possibly wish their children to go through with the same.