Introduction

Dennis M. Daley (2002) human Resource Management has surfaced forcibly as the organizations have been forced by a high standard competitive and challenging environment and from a number of different strands of thought and is best described as a loose philosophy of people management rather than a focused methodology. It comes from essence of 20th century but incorporates older notions about the management of people at work. These concept has many different originality which don't fit comfortably within one coherent and self-consistent body of knowledge. One major point of debate has been the difference - if any - between HRM and 'traditional' personnel management. Human Resource Management is defined from two sources, namely Strategic and Proactive. The justification depends on the knowledge that strategies are ongoing and they constantly work towards managing and developing the organizations workforce. And being taken as the other proactive of nature because of their continuous development and functions to improve the company's workforce.

Literature Review
According to the website anser.com (2010) when a difference between personnel management and human resources is defined, human resources is then defined as nearly a broader in scope than personnel management. Human resources is known as incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A main objective here for the goal of human resources is to enable employees to work to a maximum level of efficiency. ersonnel management involves administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce. http://wiki.answers.com

Gopinathan Thachappilly (2009) old-style personnel management treated workers somewhat like machines. Modern human resource management sees employees as human persons, and a critical business resource. By forecasting employee and skill requirements into the future, implementing policies and practices that develop and motivate employees, and seeking to integrate all employees into a productive team, HRM seeks to integrate employee and organizational goals. www.suite101.com There are several definitions to the word motivation each author, describe motivation from deferent point of view and here the author will illustrate some of these definitions as it is cited by the authors. "A motive is an inner need or desireconscious, or semi-conscious or perhaps unconscious which operates on your will and leads to action of one kind or another" (Adair 1996) . "Motivation is getting some body to do something because they want to do it" (Denny: 2002). "Motivation is about what makes people tick, what makes people act or behave in particular way" (Sargent 1995). Finally the researcher would like to connect Motivation with the following concept. Kristen L. (2000) much has been written on the importance of personal management knowledge, the challenges facing organizations, and the important human resource management activities involved in assuring the acquisition and transfer of knowledge. Higher business education plays an important role in preparing students to assume the knowledge management and human resource roles so necessary to organizations. The authors examined the relationship between personal management, human resource management, and typical knowledge learning goals of an accredited business program. A theoretical model is presented, illustrating how these relationships might overlap. The model proposes a linkage between knowledge management tenets, human resource management activities in organizations, and Bloom's Revised Taxonomy for planning and evaluating educational goals. Sang-Long el at. (2010, P.89) competencies refer to the knowledge, skills and behaviors demonstrated by individuals in the course of getting their work done. Competencies are used in many facets of human resource management, ranging from individual functions such as recruitment and performance management to organizational strategic planning and design of organizational structure and culture

(Ulrich et al 2008). HR competencies are said to be a set of characteristics contributing to effective HR performance that enables an organization to carry out its business strategies in a competitive market. However, many HR executives are not invited to the strategic planning table because the core competency and orientation of most HR functions is still in traditional HR activities (Lawler et al., 2003). In fact, it is suggested that the competency level of the HR manager has an influence on whether he or she is able to get into the executive board chamber (Selmer and Chiu, 2004). Olumide Ijose (2010, P. 1) Strategic human resource management practices are those practices specifically developed, implemented and executed based on a deliberate linkage to a company's strategy (Huselid, Jackson, and Schuler 1997). The term strategic human resource management implies that employees are strategic resources i.e. human capital that must be managed and leveraged in executing corporate strategy. Early efforts in developing the HRM paradigm were predicated on the belief that specific human resource practices were required to promote behaviors designed to deliver firm strategies and were focused on the relationship between employee behavior and company strategy (e.g. Snell 2001; Schuler and Jackson 1989; Fisher 1989). The initial focus was on strategic context influences on individual and later systems of technical human resource management practices. Managers were expected to employ the system of individual practices that best fitted (based on considerations of external threats and opportunities and internal resource capabilities, resources, and competencies) their firm's strategy, to elicit and reinforce the required behavior. Tan Ling & Aizzat Mohd (2010, P.105) Globalization and competitive business environment have encouraged manufacturing-based industries to be proactive in their HRM practices in order to introduce new products and new technologies (Shipton et al., 2005). HRM practices can be almost everything coupled with management of employment relations within organization (Jackson & Schler, 1995). According to Jackson and Schler (1995), HRM practices comprise of a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. Essentially, there are four main approaches to develop HRM: "universal" or "best practice" approach (Huselid, 1995); strategic HRM practices approach (Delery & Doty, 1996); contingency approach (Dyer, 1985; Schler, 1989); and configuration approach (Wright & McMahan, 1992)

Gill, J, and Johnson, P (1997) If an organization provide a good reward system,

then productivity, culture and retention rates can all improve accordingly. These problems grow exponentially when a company puts the wrong person into a management or executive position, so following all motivation and reward system's process will insure the presence of skilled employees who are set in gaining the objectives of the company. As good staff is considered difficult to find and even harder to keep this process if carried out correctly can increase retention and fight employee burnout by rotating jobs, effectively scheduling shifts, assigning administrative duties, managing phone time, requiring employees to visit other areas of the organization, and building a culture of constant learning. So if without a good motivation program organization will end up with productivity, culture and retention rates can all take a hit in a big way.

The selected Organization

Nawras combines extensive global expertise and talented, caring people with a genuine understanding of Omani culture to offer you the highest levels of userfriendly technology and customer satisfaction. Nawras is a company committed to enhancing the daily life by making communication easier, more versatile and always a rewarding experience. The company dynamic telecommunications provider, we strive to constantly seek different and better ways to do things and bring you the best telecommunications services the world has to offer

The company vision is to enrich the lives of people in Oman through better communication services. Furthermore, the company mission is to be the best communications provider and employer of choice in Oman. The company strive to fulfill the ever-changing communication needs, the company's core values are to deliver caring, excellent and pleasingly different services.

Human Resource practice in the selected organization

According to Maslow, employees do have five requirements and needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow insisted on the fact that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzberg's work categorized motivation into two factors: motivators and hygiene's (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. The Human Resource Development: (HRM) function includes many activities and functions with the major activity of them is the responsibility for human resources The Nawras applies a certain staffing selection and need and applies a system in recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring the personnel and management practices conform to various regulations. Nawras was recorded as the first telecommunication company to host the first 2009 meeting of the GCC Telecom Human Resources Forum which recently brought together a unique gathering of human resource professionals in Muscat. Nawras has the opportunity to apply the techniques of applying the procedures HR area such as how to manage talent in increasingly challenging economic conditions, HR measures and how to turn challenges into opportunities. The Nawras increasingly improving the ability to manage culture change within organizations and took part in an aptly named collaboration exercise which involved a business simulation. Dividing into teams, the Nawras considered the role of HR in relation to finance, sales and customer service. www.nawras.om Staffing In the company the staffing techniques follows the system of recruitment procedures making sure that the company has the right number of skilled employees. The staffing does not stop there but it includes assessments of jobs, and the future look with the right plan to reach the high performance. Here the company before going for staffing has to set and determine what does it want , required this step will the build the right frame to go for staffing procedure, the planning of staffing is the right structure The job assessment and analysis will make it possible to know the right skills and

qualifications required , then job analysis and assessments is a very important step in staffing as through job analysis only we can see and understand the right skills or qualifications that are needed.

Motivation and reward system in the selected organization

Organization Structure

Based on the company's general organization, line-and-staff structures generally have a centralized chain of command. The line-and-staff managers have direct authority over their subordinates, but staff managers have no authority over line managers and their subordinates. Because there are more layers and presumably more guidelines to follow in this type of organization, the decision-making process is slower than in a line organization. The line-and-staff organizational structure is generally more formal in nature and has many departments. One of the most challenging options faced by Nawras is the difficult task of organizing the people who perform its work. The larger the organization the more staff is required to operate. As the business becomes successful and grows, however, there is generally more work, and more people are needed to perform various tasks. Rewards

Reward is "Reward refers to all of the monetary, non monetary and psychological payments that an organisation provides for its employees in exchange for the work they perform" (John Bratton 2003:278 ) . The rewards system is considered as a strong motivation tool preferred by most successful organisations for improving team and individual performances. Human needs reorganisation in order to be self motivated and high productive, because the encouragements are more important than money in many. Black and Porter says "effective rewards are more than the dollars paid out in salaries and bonuses managers have the greatest control over equally powerful rewards such as recognition and praise." (2000:349)
John bratton defined reward as "Reward refers to all of the monetary, non monetary and psychological payments that an organisation provides for its employees in exchange for the work they perform" (John Bratton 2003:278 ) . The rewards system is one of the best effective tools used by the organisations for improving team and individual performances. Human needs reorganisation in order to be self motivated and high productive, because the encouragements are more important than money in many. Black and Porter says "effective rewards are more than the dollars paid out in salaries

and bonuses managers have the greatest control over equally powerful rewards such as recognition and praise." (2000:349) Motivation
"Motivation is what makes people do things. In another sense it is what makes them put real effort and energy into what they do" (Simpson 1983) Reading through the motivation theory, indicates that all authors agreed, motivation is a something to do with the employees to be more productive. Motivating employees can lead to increase the productivity of any organisation, if it implemented accurately. Understanding what makes employees more proactive and will motivated was the focus for many researchers, there are five major method that have led to understand motivation theories, Maslow's Hierarchy of needs, Herzberg's two factors theory, McGregor's theory "X" and theory "Y", Vroom's expectancy theory, and Adam's equity theory. In addition to that, there is many others.

While any kind of motivation seems preferable to none, there is compelling evidence that staff who are more intrinsically than extrinsically motivated fare better (Brooks et al., 1998; Lumsden, 1994). In fact, some research demonstrates that using extrinsic motivators to engage staff in learning can both lower achievement and negatively affect staff motivation . Staff who are motivated to complete a task only to avoid consequences or to earn a certain skill rarely exert more than the minimum effort necessary to meet their goal. And, when staffs are focused on comparing themselves with their colleagues, rather than on mastering skills at their own rate, they are more easily discouraged and their intrinsic motivation to learn may actually decrease. Brooks et al. (1998) observe that while external rewards sustain productivity, they "decrease interest in the task, thereby diminishing the likelihood that the task will be continued in the future" . Staff who are intrinsically motivated, on the other hand, come out ahead in a number of areas. The company generated the idea that the fact that Nawras can only maintain a successful level through the people working; on the other hand the people live for and on the organizations. Therefore Nawras do make all possible efforts to ensure that motivations among its staff are maintained, by taking care of the welfare of the people too. In turn, the employees work for the welfare of Nawras. Nawras displays an effective human resource management as being a leader in bringing new and innovative roaming services to the mobile customers of Oman.

Reward and motivation system

Maintaining a Human Resource department is the feeding vain for organizations in general, and for Nawras in specific. Motivation of staff is one pillar on which organization can build long life and success. Thus, analyzing data about motivation can also help in planning for a long-term staffing and worker development. To increase the perception of Nawras maintained an effective rewrad and motivation system, and depending on the expectation and outcome of motivations theory, the main reason for unstimulating refer to the knowledge that certain needs have might have been ignored, staff treatment on the assumption of Y theory of Douglas, decreasing opportunities for creativity resulted in low motivation. Nawras reflects a safe working place for employees, provide them with job security, treat all employees

with respect, adhere to reasonable standard, show them loyalty, and team work. Standardization which describes the job performance which Nawras can achieve by breaking job into small tasks to achieve perfect completion, then authority which is nothing but discipline. Nawras view training as a tool to increase motivation as it builds up skills and knowledge to improve competence, so Nawras has successfully build the Nawras training centre for it's employees. Through training organization can improve its productivity and to satisfy the staff and make them feel that the organization considers in improving their skills and knowledge, so motivation will be automatically increased. Therefore Nawras created an office to evaluates the level and type of training needed. The evaluation is informed by the perspectives of In-Charges of training and employees. Nawras combines the best global expertise and the best people with a genuine understanding of Omani culture to offer the best services. Activities also include managing the approach to employee benefits and compensation, employee records and personnel policies. These policies are often in the form of employee manuals, which all employees have.

Conclusion:
Scott Lazenby (2008,p22) in his classic Harvard Business Review article, "One More Time, How Do You Motivate Employees," author Frederick Herzberg (1968) asserted that the way to motivate employees was to enrich their jobs. He wrote that they would perform better and do more if they were challenged intellectually, and they would get more psychological satisfaction from their work. But many managers have found that not all employees want to have their jobs enriched; many would prefer to do fairly routine and repetitive tasks, and intellectual challenges cause them stress. I have to admit that on some days, when problems are coming at me from every direction, my own job could use a little less enrichment. If I had a choice, for that little while I would escape from the office and mow the grass in the city's parks. Experienced managers have found that a one-size-fits-all approach to employee motivation doesn't work. Challenges that motivate one person might actually discourage another. Some individuals seem to have a high need for praise and recognition, even when their work

is mediocre; others don't seem to care about those things. Job enrichment does work for some people, in some situations.

Recommendations:

The general idea is born due to the fact that

Nawras can only maintain a successful level through the people working; on the other hand the people live for and on the organizations. Therefore organizations do make all possible efforts to ensure that motivations among its staff are maintained, by taking care of the welfare of the people too. In turn, the employees work for the welfare for the organizations. In this project, an attempt has been made by the researcher to study and evaluate the impacts of motivation on staff of Nawars. The recommendation is through paving the way for real young talents, working side by side with upper management to achieve the target results. Researcher believes that short-term planning system will do a good job and will leads to swift results. The company will get the advantages of knowing the outcome and start the implementations; as a result, the employees will see clearly that the management is doing something to return it is staff by the commitment of making the change. Therefore, the employees will be more than happy to do their level best to remain in the company, they will be highly motivated to see the outcome, and they will assist the company towards the successes. To increase the perception of Nawras and depending on the expectation and outcome of motivations theory, the main reason for unstimulating refer to the knowledge that certain needs have been ignored, staff should be treated on the assumption of Y theory of Douglas, decreasing opportunities for creativity resulted in low motivation. As a manager should reflect a safe working place for employees, provide them with job security, treat all employees with respect, adhere to reasonable standard, show them loyalty, and team work. To increase the perception of Nawras, high way as the Taylorism theory indicates by identifying that the idea of designing a job then, break this job to small components, in order to measure the efficiency which is nothing but an increase in the output, which will result in reducing pressure, then standardization which describes the job performance which we can achieve by breaking job into small tasks to achieve perfect completion, then authority which is nothing but discipline.

Bibliography
Patton, M. Q. (2002). Qualitative research and the evaluation methods, 3rd Edition. Thousand Oaks,CA: Sage Publications Gill, J, and Johnson, P (1997) research methods for managers, 2nd edition, prentice Hull, Harlow, England. Porter, L. W., & Steers, R. M. (1973). Organizational, Work, and personal factor in employee turnover and absenteeism.Psychological Bulletin, 80(2), 151-160. Price,J. L. (1977). The study of turnover. Ames; Iowa State University.

Schuh, A. (1967) The predictability of employee of employee tenure. A review of the literature. Personnel psychology , 20(2),p133-153. Steers, R.& Porter, L. (1982). Motivation & Work Behavior. 3rd Edition. New York: McGraw-Hall Company. Vroom, V. H. (1964). Maslow reconsidered: A review of research on the need hierarchy theory. Organizational Behavior and human performance, 15, 212-240.

Articles
1- Sang-Long Choi, Wan Khairuzzaman Wan Ismail, Salmiah Mohd Amin

(2010) AN EXPLORATORY STUDY ON HUMAN RESOURCE PROFESSIONALS 1; pg. 89, 18 pgs

2- Peggy D Brewer, Kristen L Brewer (2010) Knowledge Management, Human

IN

THE

MANUFACTURING

SECTOR,

International Journal of Business and Society. Sarawak: Jul 2010. Vol. 11, Iss.

Resource Management A Theoretical Model, . Journal of Education for Business. Washington: 2010. Vol. 85, Iss. 6; pg. 330, 6 pgs
3- Olumide Ijose. (2010) Strategic human resource management, small and

medium sized enterprises and strategic partnership capability, Journal of Management and Marketing Research. Jacksonville: Jun 2010. Vol. 5 pg. 1, 13 pgs

4- Tan Cheng Ling, Aizzat Mohd Nasurdin (2010) Human Resource Management

Practices And Organizational Innovation: An Empirical Study In Malaysia,. Journal of Applied Business Research. Laramie: Jul/Aug 2010. Vol. 26, Iss. 4; pg. 105, 11 pgs