An Introduction to the Romantic Period

The categories which it has become customary to use in distinguishing and classifying movements in literature or philosophy and in describing the nature of the significant transitions which have taken place in taste and in opinion, are far too rough, crude, undiscriminating—and none of them so hopelessly as the category Romantic --  Arthur O. Lovejoy,  On the Discriminations of Romanticisms (1924) Many scholars say that the Romantic period began with the publication of Lyrical Ballads by William Wordsworth and Samuel Coleridge in 1798. The volume contained some of the best-known works from these two poets including Coleridges The Rime of the Ancient Mariner and Wordsworths Lines Written a Few Miles from Tintern Abbey. Of course, other Literary scholars place the start the Romantic period much earlier (around 1785), since Robert Burnss Poems (1786), William Blakes Songs of Innocence (1789), Mary Wollstonecrafts A Vindication of the Rights of Women, and other works already demonstrate that a change has taken place--in political thought and literary expression. Other first generation Romantic writers include Charles Lamb, Jane Austen, and Sir Walter Scott. The Second Generation A discussion of the period is also somewhat more complicated since there was a second generation of Romantics (made up of poets Lord Byron, Percy Shelley, and John Keats). Of course, the main members of this second generation—though geniuses--died young and were outlived by the first generation of Romantics. Of course, Mary Shelley--still famous for Frankenstein (1818)—was also a member of this second generation of Romantics. While there is some disagreement about when the period began, the general consensus is... the Romantic period ended with the coronation of Queen Victoria in 1837, and the beginning of the Victorian Period. So, here we are in the Romantic era. We stumble upon Wordsworth, Coleridge, Shelley, Keats on the heels of the Neoclassical era. We saw amazing wit and satire (with Pope and Swift) as a part of the last age, but the Romantic Period dawned with a different poetic in the air. In the backdrop of those new Romantic writers, penning their way into literary history, we are on the cusp the Industrial Revolution and writers were affected by the French Revolution. William Hazlitt, who published a book called The Spirit of the Age, says that the Wordsworth school of poetry had its origin in the French Revolution... It was a time of promise, a renewal of the world — and of letters. Instead of embracing politics as writers of some other eras might have (and indeed some writers of the Romantic era did) the Romantics turned to Nature for self-fulfillment. They were turning away from the values and ideas of the previous era, embracing new ways of expressing their imagination and feelings. Instead of a concentration on head, the intellectual focus of reason, they preferred to rely on the self, in the radical idea of individual freedom. Instead of striving for perfection, the Romantics preferred the glory of the imperfect. The American Romantic Period In American literature, famous writers like Edgar Allan Poe, Herman Melville, and  Nathaniel Hawthorne  created fiction during the Romantic Period in the United States.

Customer Satisfaction And Expectation Of Service - 2912 Words

Contents 1. Abstract 2. Introduction 1.1 Service Nature 1.2 Service Quality 1.3 Service Failure 1.4 Service Recovery Strategies 1.5 Service Guarantee 1.6 Personal Encounter 3. Conclusion 4. Recommendations 5. Bibliography 1. Abstract This report is the outcome of a research created with the purpose of determining what impacts on customers’ satisfaction and expectation of service, as well as to study the relationship between the service nature, service quality, service failure, service recovery strategies and service guarantee. Evidence of how effective the service quality measurement models, such as SERVQUAL and SERVPREF, is also shown. The focus of this research is to show the main components of services, how†¦show more content†¦Nowadays organisations recognise the importance of satisfying their customers’ needs and meeting their expectations as the more complex the customer demand, the more there is need for service. Although services are infused in every organisation’s core, service failure still appears therefore, service recovery strategies are essential in order for the organisations to overcome the situation. This research intends to study the relation between customer servic e and organisation. 1.1 Service Nature Service is an activity which normally takes place by interacting between the service employees and the customer although a clear definition on services has always been immense to describe. An easy way to understand services is by imagining service personnel as the actors in a play and the customers as the audients (Lovelock, Vandermerwe, Lewis, 1999). There are two ways in which services can be defined, such as service being an act of performance and as economic activities providing consumers with benefits under specific circumstances. The importance of the service sector is obvious as 67% of employees are directly employed in service jobs while more than half of those already employed in manufacturing companies perform service function jobs. (Irons, 1997) Services have four key characteristics such as intangibility, inseparability, variability/heterogeneity and perishability. This key characteristics of services are used to describe the effect and

Health Assessment and Complex Care

Question: Discuss about the Health Assessment and Complex Care. Answer: Introduction: As a healthcare provider, I have no choice over the kind of patients whom I serve. Each and every day, I encounter different kinds of patients with all sorts of illnesses. Whereas others have simple cases, others come to me with quite complex cases that require lots of keenness and professionalism (DiCenso, Cullum Ciliska 2011). One complex case I would like to discuss in this paper is that of Joseph Middleton. Middleton is a 59-year old man who lives with his wife Jane and two sons aged 29 and 16. He patient came to the hospital because he had been diagnosed with Sleep opnoea, Obesity Ventilation Syndrome, ventilation obesity, and type 2 Diabetes. Although Middleton is the breadwinner, he lost his job 9 months ago because of his employer was not pleased with his obese condition. Currently, the patient is depressed because he has failed to get other employment opportunities. He has also developed antisocial behaviors because he is ashamed of his weight. From these observations, it was ascertained that the Middleton was indeed a multimorbid patient who was suffering from different chronic illnesses. Therefore, to attend to him, a care plan was developed. However, for effective and satisfactory service delivery, it was necessary to assess the patient ascertain the degree of his needs and attend to them in order of preference. Meaning, the care provision was prioritized beginning from the most pressing to the least pressing need. Prioritization is recommended is a recommended strategy in healthcare because it can benefit the patient in many ways (Beverly 2014). First, it can assist in a proper and fair utilization of the resources. Healthcare sector has limited resources that should be sparingly utilized. Secondly, prioritization had to be applied because it enabled the healthcare providers to provide holistic and satisfactory care to the patient. The first decision made was to treat the patients obese condition. Obesity was a major issue of concern that needed to be addressed because it had troubled the patient for a very long time. As already highlighted, the patient has been experiencing significant weight gain for the past 1 year. Currently, he has a MBI of 58 m2, thanks to his Obesity Ventilation Syndrome, ventilation obesity conditions. Therefore, to address this case, the patient was given a therapy on obesity management skills entailing physical activity and diet management (Bray Popkin 2014). The second area addressed was diabetes type 2 that has been making the patient to be uncomfortable. Finally, the patient was given a treatment for High Blood Pressure. The rationale for prioritizing obesity, diabetes type 2, High Blood Pressure and depression is because they are the pressing needs that need to be addressed. Obesity, for instance, has precipitated the patients depressive conditions (Barlow 2012). The patient was laid-off because of his weight. Besides, many employers have refused to recruit him because his obese condition is undesirable for the kind of job he does (Bogner, et al. 2016). The treatment of these conditions enabled the patient to improve his conditions and lead a healthy stress-free life. References Barlow, D., 2012, The Oxford Handbook of Clinical Psychology. New York: Oxford University Press. Beverly, E. A., 2014, Stressing the Importance of Diabetes Distress: a Comment on Baek et al. Annals of Behavioral Medicine, 48(2), 137-139. Bogner, H.R., et al., 2016, Does a Depression Management Program Decrease Mortality in Older Adults with Specific Medical Conditions in Primary Care? An Exploratory Analysis. Journal of the American Geriatrics Society, 64(1), pp.126-131. Bray, G. A., Popkin, B. M., 2014, Dietary sugar and body weight: Have we reached a crisis in the epidemic of obesity and diabetes? Diabetes care, 37(4), 950-956. DiCenso, A.; Cullum, N. Ciliska, D., 2011, Implementing evidence-based nursing: some misconceptions. Evidence Based Nursing 1 (2): 3840. doi:10.1136/ebn.1.2.38.

VISTA Builders Enterprise System Training Employees

Introduction The training of staff, also known as staffing, is the process by which employees are instructed on the proper ways of carrying out tasks that they are entrusted to do during employment. This term is usually confused with the term development. This involves aiding the employees attain their full potential and aims at improving the performance of the entire organization.Advertising We will write a custom coursework sample on VISTA Builders Enterprise System Training Employees specifically for you for only $16.05 $11/page Learn More At times, the quality of the work produced by the employees in an organization is poorer than what is expected of them. There are various factors that could be contributing to the low quality of production. The supervisor (management) should assess whether the quality problem is a training problem. If the problem is due to a training problem, then it is proper for the management to train the employees since training of employees is important if the organization needs to maintain good quality products and services (Werner Bower, 1995). Factors that contribute to low quality from employees One of the reasons employees’ performance can be affected is due to lack of proper training. When employees are not trained enough for the work, they would not have the necessary skills to do the work and this would lead to poor quality. Another reason is the lack of motivation. Motivation is important for employees since it gives them the morale to work more effectively. Therefore, managers should motivate employees daily or frequently in order for them to do the best they can. Motivation may be monetary or non-monetary. Monetary motivation may be in form of pay rises or monetary gifts. Although this form of motivation works, it is not long lasting since money may be used and forgotten about. However, non-monetary forms may be equally effective and last longer. One of the non-monetary forms of motivat ion includes recognizing or giving the employees attention. Recognizing and appreciating the employees for their achievements is important. It is even better when this is done in public so that the employees get attention and feel appreciated. Making such recognitions in public may be in the form of giving the employees a round of applause. Offering trophies is another way of applauding them.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Another factor that leads to poor employee performance is a bad working environment. The working environment should be conducive for the employees to perform effectively. The working environment includes the working conditions at the workplace. This may include as simple things as the comfort of the workplace. The physical appearance of the workplace is important in order to motivate employees to work effectively and comfortably. Another factor that decreases the performance of employees is the overworking of employees. Overworking employees makes them too tired to maintain the same level of performance. Employees need to have time to rest after some time of intense work. This would give them time to regain their strength and be motivated to work more. Therefore, the manager or supervisor should allow for breaks between working periods or allow employees to leave the workplace after some productive hours of work. Diagnosing poor performance In cases where the performance of employees has been altered by unknown reasons, it is important for the management to diagnose the problem in order to be in a better position to tackle the problem. The management should try to find out whether the reason is due to lack of motivation or lack of the ability (training) to do it. If the management believes that the low performance is due to less effort from the employees, then it would be required to put more pressure on them in order for them to increase their efforts. However, if the actual issue is the lack of ability, then putting more pressure on the employees would only worsen the situation. Through this, the management would be able to properly diagnose the problem (Buxbaum, 1995).Advertising We will write a custom coursework sample on VISTA Builders Enterprise System Training Employees specifically for you for only $16.05 $11/page Learn More Another way the management could try to know the problem is by conducting a survey study that could include the provision of questionnaires to the employees. This way, the management can get to understand some of the challenges facing the employees and determine whether it is due to lack of motivation or due to training problems. If the reason has been determined to be due to lack of training, then the management can retrain the employees in order to make them more effective. Role of training employees Training employees is important for the organ ization if it is to be highly productive. One of the roles (benefits) of employee training is to improve the morale of employees. This is because employees get job security. Training employees also ensures that there is less supervision required. Training also increases the chance for the employees to be promoted. Training also decreases the chances of errors or accidents occurring in the workplace. Increased productivity is also a result of training (Abbatt, 1992). Conclusion Employee training is important for any organization in order for the employees to perform effectively and to the best of their ability. Low quality from the employees may be due to many reasons but management should diagnose the problem in order to know how to tackle the issue in the best way possible. If the reason for low performance is due to training issues, then training the employees is important. References Abbatt, F. (1992). Teaching for better learning. A guide for teachers of primary health care staf f. Cambridge, MA: Harvard University Press. Buxbaum, A. (1995). Training impact evaluation workbook. London: Macmillan.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Werner, D., Bower, B. (1995). Helping health workers learn. Cambridge, MA: Palo Alto. This coursework on VISTA Builders Enterprise System Training Employees was written and submitted by user Kimber A. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Week Information Interview free essay sample

Template and Grading Rubric This document contains the template you will use to complete this assignment. Save the file by adding your last name to the filename (e. G. Be sure to proofread and spell check your work before you submit it. A grading rubric is also available at the end of this document. There are FIVE steps to the Informational Interview. Step 1: Compile a list of Individuals In your target career field whom you would Like to Interview.Try to Identify people who are working at a company in which you are interested. This is a good opportunity to practice your networking skills. Let your classmates, friends, family members, and colleagues know that you need to complete an informational interview with someone In your intended career field. Youll be amazed at how effective networking can be. Step 2: Prepare a brief introduction of yourself and the purpose(s) of the informational interview. We will write a custom essay sample on Week Information Interview or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Prepare a list of open-ended questions that would be appropriate to ask during the Informational Interview. An Internet search using informational interview will provide you with many examples of questions you might want to use. Step 3: Practice your Interview with a classmate, friend, family member, or colleague and ask them to critique your performance. Identify ways to Improve based on their feedback. Step 4: Set up a day and time for the Interview. Record the Interviewees responses to your questions. Send a thank-you letter, note, or email to the Interviewee within two business days of completing the interview.Step 5: Complete the table below and submit It In Week 8. Your Name: Randy Myers I Interviewee Information I Name of Interviewee: I Melissa Johnson I Contact Information (phone number and/or email address) (Please note that we may intact your interviewee to confirm the interview. ) I Melissa Johnson Target ICC 8550 S. Priest DRP. [emailprotected] Com I Company Target I Position I Sir. Investigator I 1 OFF an Investigator are you follow up on reports and find multiple offenders. I then have to look at the M. O and figure out what the person is doing and from there I try and find out what the offender is doing with the merchandise they are stealing. A big part of my Job is to partner with Local Law Enforcement in attempt to have a case opened on the offender. The goal is then to get the offender charged with more than just shoplifting or Fraud. Weather that be fencing, or selling of stolen goods or etc.. I also help Executives with Internal Theft. I can help with the interview, reviewing video, or anything else that the Executive may need help with. I Question #2: What is your favorite part of being in this position?I Response: My favorite part about being an investigator is the feeling that I am taking criminals off of the street. It is an incredible feeling. I Question #3: What is your least favorite part of being in this position? I Response: I cannot really think of something that I dislike. If I had to choose something, I guess I would choose report writing. It takes a lot of detailed information in the report and if you are off by even a little bit the case can get thrown out. You really have to be accurate with times, days, merchandise and Just really everything.I Question #4: What is your base pay amount per year? I Response: anywhere from ask to kick. Cannot give any more information than that I Question #5: On a scale of 1-10, how much do you like your Job? 1 being not at all 10 being best Job I Response: Without a doubt, 10! I love my Job and everything I get to do. I Question #6: What is the most frustrating thing about your Job? Response: Not being able to find information during an investigation because my Job requires me to get all of the information possible. I Question #7: How much do you have to travel in this position?I Response: I really do not travel at all unless if you count going to Local Law Enforcement agencies, or surveillances on suspects traveling. I usually will not leave the state or the local area for that matter. Question #8: Do you usually work alone or with another person? I Response: There are 4 Investigators in the group which is in Arizona and New Mexico. We usually work alone unless we need help from one another. Also, if we think a situation could be dangerous, we will work with Local Law Enforcemen t. We are always working with someone weather we are alone or not.Partnering is a big part of being an I Question #9: How much experience do you have to have to get into Investigator. This position? I Response: I worked for another retail company before Target for 5 years in this position but Target still wanted me to start off as an Executive first. I was an Executive for 18 months and then was promoted to Investigator. Target wants you to understand the store level before becoming an Investigator. I Question #10: What is the lowest level degree that is required for this position? I Response: The lowest level degree required for this position is a bachelors degree.This is required from Target. I There were a couple of things that I have learned during my interview with Melissa Johnson. One of the first things that struck me was that in order to become an Investigator, I would have to spend 18 months as an Executive first. The biggest thing that I learned from Melissa was that she loves her Job and everything about it. She was so excited about her position and so willing to tell me everything about it. Melissa informed me of her core roles which was Just about exactly what I expected from the position she is in.

ESL Teaching Material Development

ESL Teaching Material Development Introduction Professionals in the field of ESL including instructors and curriculum developers often face challenges in blending theory and practice.Advertising We will write a custom coursework sample on ESL Teaching Material Development specifically for you for only $16.05 $11/page Learn More In the article, Outtakes from Readers Choice: Issues in Materials Development by Sandra Silberstein, the author, addresses these challenges objectively by pointing out her own experiences during the development of the textbook, Readers Choice, which she co-authored. This article gives ESL professionals an idea on how they can gain experiences in the process of instruction or curriculum development. Luckily, the ESL professionals already have an exemplary pacesetter in Silberstein, who honestly and objectively approaches the commonly avoided challenge of self-evaluation. Overview of the Article The article by Silberstein opens by noting that ESL professionals are adept at churning out pedagogical materials, but even so, they still encounter difficulties in adhering to the all-important philosophy, which holds that the process is more important than the product and instructors propagate it. She notes that this philosophy is a challenge to seasoned teachers who find it easier to encourage their students to adopt it, but they are not in a position to operate within its auspices. This inability manifests in the fact that although teachers encourage their students to share with others any failed attempts at adhering to the philosophy, they for their part fail to do so.Advertising Looking for coursework on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Silberstein observes that when content developers remain silent on the difficulties in the course of their duties, teachers and authors miss so much, which could be brought to light through open sharing. The author thus encourages culprits of this undesirable conduct to take a different approach by recounting her experiences during the development of the Readers Choice. In developing content for the Readers Choice, Silberstein and her co-author were fully aware that there was a need to operate within established theoretical and pedagogical guidelines to capture the spirit of common dilemmas that had been raised by Karl Krahnke at the time. In an attempt in so doing, Silberstein notes that their focus was more emphatic on the criteria of passing judgment on what addressed their concerns and what did not. Their concern in that respect was to develop content, which granted both teachers and students a pleasurable classroom experience while at the same time fitting within the criteria for pedagogically sound reading materials. Silberstein notes that the criteria that the materials were expected to meet was developed from existing reading theory. Through reviewing several theories, Silberstein notes that they coined three gu idelines for developing reading tasks. Thereafter, any task they developed for the book was supposed to follow the set guidelines.Advertising We will write a custom coursework sample on ESL Teaching Material Development specifically for you for only $16.05 $11/page Learn More The first criterion required that a reading task be in touch in with the real world and consider the student’s ability. The second criterion required passages that preceded tasks to define the nature of the tasks to be undertaken and the third criterion required books and teachers to elaborate the concepts underlying the skill prior to testing of any skill. Silberstein proceeds to outline the outtakes from the Readers Choice and articulates why each of them did not make it into the final text. In addition, she recounts the process of developing the Readers Choice highlighting the key experiences they underwent coupled with how these experiences changed their perspectives through out the process. The process of content development is thus daunting and it turns out to be contradictory at some points. Review of the Article In this article, Silberstein significantly succeeds at what many professionals have hitherto failed to achieve. Self-criticism is often a tough task for many especially in undertakings that are daunting in nature. She rightly points this aspect out when she notes that instructors find it easier to espouse beliefs in the process rather than the product of learning or teaching and so on.Advertising Looking for coursework on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More She gives an example of ESL professionals who fail in their initial attempts to adhere to this process while trying to develop content, but they prefer to keep quiet concerning their failures. By using this example, Silberstein directly points out one of the reasons why some content becomes unrealistic and impractical in the classroom. This reason also explains why some instructors fail to meet the students at their point of need despite having the best instructional materials at their disposal. She thus espouses being honest with the self when it comes to self-criticism and she proceeds to use her own piece of work as an example. Silberstein recounts the process of developing the book, the Readers Choice and points out key ideas and guidelines, which guided their undertaking. Through this aspect, she articulates the principles clearly, which guided their every activity in the process coupled with how they came up with those principles. In the process, she acknowledges that even tho ugh she is an expert in content development, some ideas, which they use, are inspired by other authors’ pieces of work. She acknowledges that Karl Krahnke’s piece of work, which appeared in the TESOL Newsletter: How do we know when a classroom activity work prior to the commencement of their book, as a key inspiration in developing the book. Silberstein and her co-author did not exclusively focus on Krahnke’s ideas, but they added more ideas obtained from reviewing the literature on reading theory. The most illustrious of the theorists are identified as Kenneth Goodman and Frank Smith. Therefore, in the process of reading, they either espouse or refute their presuppositions. This aspect indicates a well-researched and integrated piece of work, which not only identifies the author of a certain idea but also proceeds to give an overview of the general idea of that author for the benefit of those that have not come across it yet. Superficially, the article appears confusing and because it includes the outtakes from the Reader’s Choice, the article authors position on the outtakes, the content that made it into the final text, and ideas from other authors. However, a careful consideration of the article reveals a carefully developed piece of work, which clearly addresses its objectives. The author is very explicit with every aspect of the book and its development that she chose to include in the article. For instance, in the final section of the article, she recounts the experiences that defined the successful parts of the article and points out the weaknesses, which according to her exist even in some of the materials that it into the book. This approach blends positively with the approach she took while elaborating the outtakes and the reasons why they were struck out of the book. She remembers to add her perspective on some of the ideas at the time of writing the article and she shows how it differs with the perspective she held on t he materials at the time of writing the book. This gives an idea of someone who isolates herself from the picture and performs an objective analysis of her thoughts, ideas, and every decision made as though it were from someone else. This attitude agrees with the position she takes at a very early stage in the article that ESL professionals need to evaluate themselves honestly in the process of content development and instruction. In addition, they need to share their experiences openly to help teachers and authors to get insight from such experiences. The article is well articulated and researched in terms of incorporating ideas from other sources. However, one issue fails to standout like other aspects of the article, viz. without a careful consideration of the article; it becomes a bit difficult to pinpoint its principal idea. This aspect would be especially difficult if the article were to be presented to a reader without its title, which implies that the article’s thesis statement does not clearly manifest in the text. Conclusion Silberstein’s article clearly articulates the process that led to the development of the Reader’s Choice. It rightly points out the fruitful and the non-fruitful undertakings that were part of the development of the book. Since the book was being developed for ESL use, she relates her experience in developing the book to the experiences of other ESL professionals especially instructors where she points out that their failure to share their experiences, as she does in this article, frustrates development in this area. Clearly displaying the outtakes and elaborating the reasons why they were stuck out of the text explicitly shows her commitment to this cause. The article is a well-researched and articulated piece of work that integrates ideas from different sources and briefly describes such sources to familiarize the reader with their content. The article may appear confusing, but it surely accomplishes its ob jectives.

Program Outcome 2 Assignment Example | Topics and Well Written Essays - 250 words

Program Outcome 2 - Assignment Example For instance, Unisys Corporation conducts daily managerial briefing that involves all managers and their assistants from all the key departments. As a result of this, information trickles down to employees least in the hierarchy within the shortest period and through the relevant channels. While conducting my research, not only the affectivity of communication that caught my attention but also a strong and well defined leadership style. I applied the skills obtained from my business leadership class to ascertain the relevance of the leadership style in harmonizing the workforce. Supervisors and managers within various departments of this corporation ensure close monitoring of their crew to maximize on their potential. Employees are awarded bonuses for work well done, and this enhances their morale. For instance, the Human Resource department keeps a record of all these bonuses culminating to wholesome cash at the end of the month. My research indicated that this was a key factor to the success realized by the corporation since every employee delivers his or her best with the aim of earning bonuses from

Evaluate critically the challengs that human resource professionals Essay

Evaluate critically the challengs that human resource professionals face when recruiting a flexible workforce - Essay Example In this paper we will discuss the various challenges faced by HR professionals in today's business world and how to overcome those challenges. Top HR professionals frequently say that their corporation's employees are its primary and vital assets. Being prosperous at recruiting a flexible workforce variety of program engages recruiting and hanging on to the 'specially selected' employees in the ability pool. For the HR professional it does imply seeing outside of 'understandable' staffing techniques and settings for a flexible workforce, then finding out how to run human potential perceptively (Drucker 1974). It requires a growing wakefulness of how employees from diverse environments cope with ability, communiqu, in general business decorum, and be connected with their areas of association (Powell 2003). Recruiting workforce is a course of action that comes to pass in lots of stages in an organization. It requires HR professionals first to employ a proficient and skilled staff, then to provide accommodation to individual requirements in the context of the work group and the corporation (Powell 2003). Despite all the considered settlement ... Had 12 percent of the workforce willingly leave their jobs since the start of 2006 Noted that non-management workforce were the odds-on to leave their jobs (71 percent) Were worried about voluntary resignations (73 percent) Employed particular retention procedures (50 percent) This survey, conducted by CareerJournal, explains that workforce and HR professionals have a tendency to see eye to eye on the top rationales workforce prefer to put down their corporations: better payment (30% of workforce); job openings (27% of workforce); and world-weariness with the possibility for professional growth (21% of workforce). These percentages have somehow clearly shown the obvious challenges faced by the HR professionals in recruiting a flexible workforce. However, through a combination of exact questionings and a cautious human contact, human resources professionals are powerless to offer a series of constructive answers to employers all over the entire world (Kaplan and Norton 2006). As a result, an efficient human resources plan is actually required to add to the return on investment that lots of HR professionals can be expecting while hiring or recruiting their workforce. Evaluation Constant evaluation of staffing efforts is required to find out the worth of various methods and approaches, providing some stages of 'costing information', 'discovering potential hurdles', and 'show progresses' (Wilson and Adams). Certainly, with the appliance of sensitive means that assist to keep an eye on workforce as they progress in their job situations, human resources professionals are required to endow with exact evaluation systems as well as to their workforce recruitment functions. With the idyllic set of HR appliances, every worker in the

Cooperate recruitment and selection policies Essay

Cooperate recruitment and selection policies - Essay Example The strategy behind recruitment is to come up with a group of competent, skilled and experienced individuals. Another important aim is to cut on personnel cost. Employing inappropriate individuals is costly to the organization. In an organization, recruitment policy helps to establish the possible outcome prior to a successful recruitment process. The process involves looking into the position to be filled and determining the appropriate candidate to fill it. This will require proper outlined job description and person specification. In addition, organizations goals are analyzed. Recruiting process involves the following; preparation, by carefully examining recruitment. Secondly, decision is made on who will conduct the process. Thirdly, the employee is sourced using various ways which include, advertising the job position, using consultants and even online through the internet. Fourthly, organizations need to accomplish legislative obligations, and finally application methods to be used are determined before hand. Recruitment and selection process involves several considerations, which include; Organization to conduct appropriate planning and estimation to come up with the duties, which the candidate appointed to fill a position, will be required to perform. Secondly, the organization will come up with a group of individuals for the vacant positions in the organization by conducting recruitment process of internal or external candidates. Thirdly, each individual fills application forms. The fourth step is whereby different selection methods are applied in order to identify appropriate candidates. These methods include conducting various tests, investigating ones background, and using set psychological exams. Fifthly, the selected candidates meet the organization manager who is responsible for that particular job. Finally, the manager and other members of the organization conduct selection interviews. The manager will

Managerial Role in HR Strategy Development

Managerial Role in HR Strategy Development Executive Summary I am pleased to present this report as part of my academic module of Human Resource Planning. The word Change is now a constant term that takes place in every in every part of organisation. Time has brought a huge change with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversified and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management. In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices. I specially want to thank RDI for designing such a pragmatic course with great contents including models outline and techniques in such a way that inspired and helped me a lot to prepare this report. Introduction: Planning Human Resource is a critical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy. Critical evaluation of the role of senior managers in developing an organizations overall Human Resource Strategy: Senior managers play a pivotal role in developing an organizations overall Human Resource (HR) strategy. Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other. HRM Activities Figure: Human Resource Management Activities Human Resource Cycle In developing overall Human Resource strategy in an organization there are three steps: Human resource planning in an organisation: To establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework. Investigation and analysis The managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issues: Identify which works need to be done Selecting the approach of performing those works effectively and efficiently to achieve the organizations objectives Identify the skills and experience the organization will need Identify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gap Forecasting Senior managers need to forecast beforehand to develop HR strategy where they will: Predict the likely demand for labor Predict the likely level of labor supply Considering both those levels in relation to the numbers of staff and also to the skills and experience that are needed. Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those. Planning and Resourcing The Human Resource Strategy Cycle in an organization: Senior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown below: Figure: The Harvard Framework The senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process are: Selection: matching people to jobs Appraisal of performance Rewards: emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving results Development of skilled individuals According to the Harvard Framework the senior managers must develop two aspects of strategic vision. Employees must be involved in and developed by the organization; and HRM policies must be developed to achieve those goals. The approach of senior managers emphasizes the importance of two elements as: Line managers in ensuring that competitive strategy and HR policies are aligned HR managers in setting policies that fit well with the organizations overall aims. The key components of Harvard Framework are shown below: Figure: The Harvard Framework In the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These may involve: Workforce plan Skills plan Equity plan Economic plan Motivation and fairness planning Pay levels design, retaining and motivating employees Planning employment issues, which impact, on staff recruitment, retention, motivation etc. Designing a framework of performance management issues Planning career strategy An efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization. A strategic human resource planning model There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR Strategy: Planning Steps: 1. Setting the strategic direction 2. Designing the Human Resource Management System 3. Planning the total workforce Execution Steps: 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organizational competence and performance Figure: Strategic HR model Analysis: Implementation and control Using the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below. Setting the strategic direction Through this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies. In this regards the following actions are recommended for the senior managers: Perform external scanning evaluating its impact on the organizational objective Identify organizational vision, goal, mission, objective and principles for guidance Identify strategies Designing the Human Resource Management System In this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives. For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, training, career planning and reward management. In this regards senior managers are recommended to: Identify appropriate human resource plans, policies and practices needed to support organizational objectives Identify relevant human resource best practices Conduct an employment systems review Planning the total workforce Managers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers. The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of desired workforce competencies. In this regards senior managers are recommended to do the folloeing: Determining appropriate structure to support objectives Designing key activities Developing workforce planning Compiling a workforce framework and identify designated groups and current competencies for workforce Generating the required human resources In this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan. It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future. In this regards senior managers are recommended to do the followings: Evaluating recruitment practices and selection procedure in respect of strategic objectives Developing and implementing comprehensive workplace skills planning thorough training necessity analysis Implementing leadership strategy Adopting occupational techniques and categorizing the group classification Investing in HR Development and Performance Through development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices. Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organizations ability to pay. In this regards senior managers are recommended to do the following: Determine the appropriate policies, procedures and practices in respect of Designing career path Initiating performance appraisals through relevant analysis Framework of employee development and training Planning reward management Designing promotional activities and classifying job assignment with prudent assignment planning Assessing and sustaining organizational competence and performance Finally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. In this regards senior managers are recommended to: Evaluating organizational culture Implementing succession plan Evaluating strategy for human resource through quantitative measures Revising and adapting Human Resource strategies Making the HR Strategy integral to the organization The senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers should: Discuss with all stakeholders about the nature of the strategies; Focus on benefits derived from the strategies; Ensuring real commitment to the strategies at the all levels of organization; Giving feedback on the implementation of the plan; They should involve HR strategy as part of induction process. The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome them: HR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM are: Heavy workloads Line Managers (LMs) are always assigned with extensive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier. Short-term job pressures 87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM. To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR. Other barriers to line manager are: Human Resource Planning and Management (HRPM) is a difficult process Line Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process. In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM. Lack of desire The fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM. Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM. Lack of capacity LMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M. The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M. Lack of competencies There is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M. Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers. Lack of support There is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997; Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities. In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized. Lack of policy and procedures There is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M. In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M. Role and opinion conflict The conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager. In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement. Rapid Change Rapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices. Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes. The legal framework There are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles. This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences. In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPM: Employment security Pfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change. Extensive training, learning and development The aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the types of training, and the ways in which that training facilitates wider employee development. Employee involvement and information sharing By openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information. Pay and performance-related rewards There are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts. Harmonization Again based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on. Risks inherent in line-managers becoming more involved in HRPM An extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992; McGovern et al. 1997; Renwick 2003; Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998). Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut structural costs as well as to companies desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities. It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company: for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture. In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists. Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success. Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach. Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentive system should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed. In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on. The state and the law perform three primary roles in relation to employment as: A restrictive role The state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations. A regulatory role This defines the basic rights of all workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances. An auxiliary role Many government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law. As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below. Conflict with line managers The focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues. Those working in an HR role need to focus on the long-term needs of the organisation: good employee/management relations; working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets. Employment and conflicting priorities Managers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future. Freedom and control Conflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams. Disputes and grievances The ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM); it may involve a major dispute such as a strike. Technological developments assist the process of facilitating greater line-manager involvement in HRPM Technology Technology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization. Role of Technology Increasing the productivity of the workers Utilization of the resources Higher level of output per worker. Creation of the employment More profit for the organization Cost minimization When Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation. HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information. Because of HR technology HR roles and practices are changing as shown below: The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. The work time gathers standardized time and work related efforts. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. The HR management module is a component covering many other HR aspects from application to retirement. The training module provides a system for organizations to administer and track employee training and development efforts. The Employee Self-Service module allows employees to query HRPM related data. Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated below: More efficient and time saving approach Uses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM. Better Communication Techno Managerial Role in HR Strategy Development Managerial Role in HR Strategy Development Executive Summary I am pleased to present this report as part of my academic module of Human Resource Planning. The word Change is now a constant term that takes place in every in every part of organisation. Time has brought a huge change with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversified and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management. In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices. I specially want to thank RDI for designing such a pragmatic course with great contents including models outline and techniques in such a way that inspired and helped me a lot to prepare this report. Introduction: Planning Human Resource is a critical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy. Critical evaluation of the role of senior managers in developing an organizations overall Human Resource Strategy: Senior managers play a pivotal role in developing an organizations overall Human Resource (HR) strategy. Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other. HRM Activities Figure: Human Resource Management Activities Human Resource Cycle In developing overall Human Resource strategy in an organization there are three steps: Human resource planning in an organisation: To establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework. Investigation and analysis The managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issues: Identify which works need to be done Selecting the approach of performing those works effectively and efficiently to achieve the organizations objectives Identify the skills and experience the organization will need Identify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gap Forecasting Senior managers need to forecast beforehand to develop HR strategy where they will: Predict the likely demand for labor Predict the likely level of labor supply Considering both those levels in relation to the numbers of staff and also to the skills and experience that are needed. Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those. Planning and Resourcing The Human Resource Strategy Cycle in an organization: Senior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown below: Figure: The Harvard Framework The senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process are: Selection: matching people to jobs Appraisal of performance Rewards: emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving results Development of skilled individuals According to the Harvard Framework the senior managers must develop two aspects of strategic vision. Employees must be involved in and developed by the organization; and HRM policies must be developed to achieve those goals. The approach of senior managers emphasizes the importance of two elements as: Line managers in ensuring that competitive strategy and HR policies are aligned HR managers in setting policies that fit well with the organizations overall aims. The key components of Harvard Framework are shown below: Figure: The Harvard Framework In the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These may involve: Workforce plan Skills plan Equity plan Economic plan Motivation and fairness planning Pay levels design, retaining and motivating employees Planning employment issues, which impact, on staff recruitment, retention, motivation etc. Designing a framework of performance management issues Planning career strategy An efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization. A strategic human resource planning model There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR Strategy: Planning Steps: 1. Setting the strategic direction 2. Designing the Human Resource Management System 3. Planning the total workforce Execution Steps: 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organizational competence and performance Figure: Strategic HR model Analysis: Implementation and control Using the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below. Setting the strategic direction Through this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies. In this regards the following actions are recommended for the senior managers: Perform external scanning evaluating its impact on the organizational objective Identify organizational vision, goal, mission, objective and principles for guidance Identify strategies Designing the Human Resource Management System In this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives. For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, training, career planning and reward management. In this regards senior managers are recommended to: Identify appropriate human resource plans, policies and practices needed to support organizational objectives Identify relevant human resource best practices Conduct an employment systems review Planning the total workforce Managers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers. The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of desired workforce competencies. In this regards senior managers are recommended to do the folloeing: Determining appropriate structure to support objectives Designing key activities Developing workforce planning Compiling a workforce framework and identify designated groups and current competencies for workforce Generating the required human resources In this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan. It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future. In this regards senior managers are recommended to do the followings: Evaluating recruitment practices and selection procedure in respect of strategic objectives Developing and implementing comprehensive workplace skills planning thorough training necessity analysis Implementing leadership strategy Adopting occupational techniques and categorizing the group classification Investing in HR Development and Performance Through development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices. Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organizations ability to pay. In this regards senior managers are recommended to do the following: Determine the appropriate policies, procedures and practices in respect of Designing career path Initiating performance appraisals through relevant analysis Framework of employee development and training Planning reward management Designing promotional activities and classifying job assignment with prudent assignment planning Assessing and sustaining organizational competence and performance Finally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. In this regards senior managers are recommended to: Evaluating organizational culture Implementing succession plan Evaluating strategy for human resource through quantitative measures Revising and adapting Human Resource strategies Making the HR Strategy integral to the organization The senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers should: Discuss with all stakeholders about the nature of the strategies; Focus on benefits derived from the strategies; Ensuring real commitment to the strategies at the all levels of organization; Giving feedback on the implementation of the plan; They should involve HR strategy as part of induction process. The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome them: HR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM are: Heavy workloads Line Managers (LMs) are always assigned with extensive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier. Short-term job pressures 87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM. To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR. Other barriers to line manager are: Human Resource Planning and Management (HRPM) is a difficult process Line Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process. In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM. Lack of desire The fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM. Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM. Lack of capacity LMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M. The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M. Lack of competencies There is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M. Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers. Lack of support There is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997; Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities. In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized. Lack of policy and procedures There is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M. In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mechanisms they will be willing to be involved in the process of HRP/M. Role and opinion conflict The conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager. In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement. Rapid Change Rapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices. Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes. The legal framework There are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles. This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences. In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPM: Employment security Pfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change. Extensive training, learning and development The aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the types of training, and the ways in which that training facilitates wider employee development. Employee involvement and information sharing By openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information. Pay and performance-related rewards There are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts. Harmonization Again based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on. Risks inherent in line-managers becoming more involved in HRPM An extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992; McGovern et al. 1997; Renwick 2003; Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998). Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut structural costs as well as to companies desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities. It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company: for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture. In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists. Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success. Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach. Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentive system should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed. In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on. The state and the law perform three primary roles in relation to employment as: A restrictive role The state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations. A regulatory role This defines the basic rights of all workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances. An auxiliary role Many government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law. As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below. Conflict with line managers The focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues. Those working in an HR role need to focus on the long-term needs of the organisation: good employee/management relations; working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets. Employment and conflicting priorities Managers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future. Freedom and control Conflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams. Disputes and grievances The ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM); it may involve a major dispute such as a strike. Technological developments assist the process of facilitating greater line-manager involvement in HRPM Technology Technology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization. Role of Technology Increasing the productivity of the workers Utilization of the resources Higher level of output per worker. Creation of the employment More profit for the organization Cost minimization When Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation. HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information. Because of HR technology HR roles and practices are changing as shown below: The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. The work time gathers standardized time and work related efforts. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. The HR management module is a component covering many other HR aspects from application to retirement. The training module provides a system for organizations to administer and track employee training and development efforts. The Employee Self-Service module allows employees to query HRPM related data. Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated below: More efficient and time saving approach Uses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM. Better Communication Techno

Models of Organized Crime Executive Summary Essay

The difference between the patron-client and bureaucratic model is based on who is appointed the leader. The organization is based on trust and loyalty similar to the family. The main role as a patron-client is to show leadership by providing financial assistance and safety for the client. The client returns the favor by acting out different duties coming from the patron. The patron-client has the advantage because they are the sole providers for all communication for the client. Income is providing from executing from murders, thefts, frauds and drug trafficking. The patron client dominates a particular location for his organization. The group is also connected with police officers who are specialized in criminal operatives. The bureaucratic model is more focus on setting goals. Bureaucratic have a higher clientele but are selective with who is inducted into their group. All orders come from the boss in order to execute the next chain of events. The most important operation in the business is hierarchy. In order for the plan to be successful, all members must fully understand their role. This process is crucial for the structure to the organization and the members. The members must be able to carry out the task. If a step was missed by a member, they will eliminate from the project. The organization cannot afford for their hard work to be flush down the drain because an associate could not be trusted. Weber’s and Taylor’s models of the bureaucratic theory are most effective when used for larger events. Once a plan is started the bureaucratic should be introduced in order to control all lines of communication and any rules that were initially set. The patron-client is more decentralized and does not require control over unit members. Parton-clients are more favorable in social networks because there not fully involved with the plan. Bureaucratic model are vulnerable to cops  because upper management is stricter. The patron-client provides information for the job. For instance, the investigator will provide the client information so the whereabouts will not be an issue making the job easier to perform. In conclusion, each model has its expression of criminal cooperation with different socioeconomic conditions and law enforcement strategies to avoid media attention. Crime groups are broken down into different characteristics. Members of organized crime groups normally attack public officials and law enforcement agents. . Understanding organized crime is important because it gives the government the ability to know how they work so can be bought to a stop. References Connor, O. (2012). Organized Crime Investigation. Retrieved from http:// http://www.drtomoconnor.com/3220lect07a.htm/ Mallory, S. (2007). Understanding Organized Crime. Sudbury, MA: Jones and Bartlett Publishers