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

Impact of Social Networking Sites Essay

Decreased productivity: * Employees would get distracted when they have access to social networking sites. This will decrease their work efficiency, hence decreasing the productivity of the company. * Even if they are using the social networking sites for promotion or advertisements (job-related work), it is impossible to justify or make sure that every second they are on the social networking site, they are doing job-related work. If we cannot justify that, we cannot justify the salaries of the employees because they are paid to work, not to facebook. * It does not do the company any good in terms of their productivity if they allow their employees to access social networking sites in workplaces, as they would not be able to track what they employees are doing (whether they are doing job-related work or not). Hence, this is not cost-efficient and it is a waste of human resource as the salaries paid to the employees are not justified. * Company Security. The social media is on the World Wide Web and it is very easy for anyone and anybody from anywhere to simply hack in or simply cause a little trouble. Say, some private projects get accidentally exposed. Information can be easily gotten from the internet, and so unwanted information leaked can also be spread like wild fire. Employees will undoubtedly end up chatting with friends on the social media sites, and may accidentally leak out info when complaining to a friend, whom they did not know was from a possible competitor of the company, for example. Schools: Insignificant educational information on the social networking site: * Although some may argue that students can learn something new through the social networking sites, but the truth is the information we get on social networking sites are not significant in terms of educational purposes. What we normally see on these sites are probably latest updates that our friends post. Hence, there is no educational information on social networking sites. If we allow them in schools, we would be diverging our attention away from the main purpose of a school: which is to educate our next generation. * Furthermore, supposing social networking sites could be used for educational purposes and it would be as effective as our current education system, there will be no need for schools or even teachers. The students can have self-directed learning using the social networking sites at home. It will be a distraction to the students: * No matter how hard we can try to deny the fact, but the fact remains that social networking sites will just become a distraction to the students in schools where they are supposed to be educated. The students would probably be distracted and start updating their status on facebook or twitter etc. This decreases the student’s ability to listen to the teacher and eventually affect one’s learning which is not justifiable as more of the schools receive funds which comes from the government and eventually the taxpayers’ money. Hence, with needed justification from the government to the taxpayers, we cannot allow social networking sites in schools to prevent more distraction. Decreased face-to-face communication: * The students would lose valuable opportunities for direct face-to-face communication if social networking sites are allowed in schools. They would be able to communicate even behind the computers; however this is not beneficial to the student’s development as they might not be able to communicate efficiently to others when they go out to work in the society. Social networking sites are not effective for teaching and learning of the syllabus: * Social networking sites cannot meet the need of the some subjects, for example Mathematics where graphs need to be drawn and social networking sites would not be able to meet this need. * Also, exams cannot be done in social networking sites as the answers of every candidate needs to be protected, hence it does not make any sense to allow social networking sites in schools because it is not suitable for the syllabus. What they say:| What we say:| WORK: Social networking sites can be used for promotion of the company’s products. It is very efficient as the audience base is very large.| Yes we agree that it will be effective advertisement for the company if social networking sites can be used, however we cannot justify that every second that the employee spend on social networking sites, it would be for promotion purposes. This is precisely why we cannot allow them in the workplaces because it decreases work efficiency and productivity which is more significant to the company compared to advertisements. Another point is, it is easier, once uploaded to media websites, for people, to vandalise and find faults with , e.g. the video used for advertisements. Editions can be made and reposted (with simple hacking) and doom the company. To go through the trouble to specially ensure high security defeats the purpose of a wide spread and open internet online.| WORK: Save cost to advertise on social networking sites, because it is free and effective for small companies.| First, no company will not have a budget for advertisements. Second, even if they don’t have budget, they cannot justify that every second that the employee spend on the social networking sites will be for promotion. Hence, they might lose productivity while trying to save money on advertisements. Third, this kind of advertisement is not as effective as media advertising as people might just ignore the posts posted by the companies. (Compared to media advertising where impact on the consumers will be greater.)| WORK: Helps in efficiency and effectiveness, as speed is increased, internet gives ample information, easier to complete tasks online, and even if the person is not there in person, the same work could still be done, if not more effectively.| Half the time, as seen from results, we end up getting distracted by other news and information along the way while doing the job. At the end of the day, job is incomplete or a sloppy job as employee was distracted. Sure, employers could try to enforce certain restrictions on certain functions, or have a time limit, but it will then negate the advantages of using social media. | SCHOOL: Social networking sites could be used as convenient sources for students to discuss, brainstorm and do groupwork. Also, teachers could use them platforms for storing extra notes, and useful information, updates, and even extra notes about what to prepare for future lessons. This reduces time wastage on preparing and talking about things which can easily be read. If they need clarification but forgot to ask during class, you have SOCIAL MEDIA to the rescue! | Such benefits are common place and often discussed. But we managed before without such social media, without much difficulty, and it is not worth using social media with all the disadvantages that come with its use. Distractions, inattentiveness, the tendency for students to bicker nonsensically, e.t.c lead to excessive time wastage.In class, they have lesser tendency to waste time, as there is the presence of the teacher or even without the teacher, in person to person, they are more likely to think and try to brainstorm whatever ideas they get immediately, and can bounce off each other.if really such a need to share notes e.t.c., still social media is not the correct choice. File-sharing websites or simply creating an email update group would be far more efficient. |

Taking Multinational Corporate Codes of Conduct to the Next Level

Taking Multinational Corporate Codes of Conduct to the Next Level Free Online Research Papers Analysis of Essay in honor of Oscar Schachter: Taking Multinational Corporate Codes of Conduct to the Next Level† By: Sean D. Murphy The article Essay in honor of Oscar Schachter: Taking Multinational Corporate Codes of Conduct to the Next Level by Sean Murphy begins with an intricate analogy of the successes and influences of Oscar Schachter in the evolution of transnational law and how his expertise and prescience in Space Law, captures many issues that are at stake in our evolving international society. The author contrasts Schachter’s prescience of â€Å"the decline of the nation-state and the continuing emergence of new structures and norms to regulate transnational activities† in the field of space law, with the emerging legal concept of Multi-national Corporations (MNC) and their place within our international society. The article sheds light more specifically to codes of conducts that aim to constrain socially undesirable behaviour of MNC’s and how their role needs dire help from governments in the development and implementation of these codes from a humanistic perspective, whereby the focus would remain solely on helping corporation empower their autonomy with certain bounds of justice, fairness and equity. To understand this better Sean Murphy starts by first acquainting the reader with the various codes of conduct that have developed over the past 30 years and demonstrates how their voluntary basis of adoption and implementation has started to give signs of long-term failure. He then continues by suggesting new approaches of thinking about these codes and how these methods might aid in rending these codes more effective. As the realist conception of the nation state as an absolute sovereign entity declines, the author admits that codes of conduct relating to labour, the environment and human rights issues, thus codes of public welfare, are needed to prevent harm that might result in MNC’s operations. He believes that MNC’s are governed by economical goals and are mostly concerned with profit maximization and may not take into their profit maximizing equation the welfare of the environment nor individuals, which might even sometimes stand in the way to this goal. Corporations are thus more attracted to codes of socially desirable behaviour that are self-applied and have minimum government interference so as to be able to navigate freely in their operations with almost no restrictions. The codes that are normally called upon by MNC’s are usually very general in scope and have almost no legal repercussions if they are not adhered to. Sean Murphy does acknowledge that MNC’s do create benefits such as enhanced wealth in certain countries and job creations, but he quickly gets back to his main argument, that he so diplomatically pursues, that MNC’s are rather opportunistic in their functioning and that they seek the best interest of the almighty dollar first and foremost and do sometimes take advantage of weak legal structures and low environmental and labour standards; â€Å"while MNC’s have emerged and thrived from the establishment of strong developed-state economies that are based on democracy, the rule of law, and independent judiciaries, some MNC’s take advantage of the absences of such conditions in developing countries†. Selected codes of conducts and their criticism: The author defines codes of conduct objectives as â€Å"to prevent harm or mistreatment of persons or things caused by MNC operations†. They are created to implement social progress that could have a symbiotic relationship with the economical goals of corporations. He names various attempts to create guidelines for MNC’s to obey by (see below) and details the objectives of each of them, but concludes after explaining their goals and functions that none the principles and drafts were able to work in a successful fashion. Although they do serve as a positive stepping stone to a better social behaviour on the part of MNC’s there is still a huge lack of implementation and legal repercussions that remains to be addressed and without them the effectiveness of such efforts is bound to fail. As a result, Murphy suggest that what is needed to work must be met in between strict state law regulations and voluntary based codes of conduct in order to have functional MNC c odes of conduct. UN Draft Code of Conduct for Transnational Corporations: Developed in 1972, by the UN Economic and Social Council (ECOSOC) it compromised 4 parts: 1) activities of MNC’s 2) Treatment of MNC’s 3) Intergovernmental corporations 4) implementations of the codes. The code never had the chance to see light, as there was a strong resistance from developing countries as to it being a form of ‘economic neo-colonization’ and thus only served as a blueprint for the codes to come. 1977 ILO Tripartite Declaration of Principles: Developed by the International Labour Organization to promote codes of conduct that would â€Å"promote equal opportunity, security, and collective bargaining in employment, and policies that preclude arbitrary dismissal, strike-breaking, and other unfair practices†. Its efficiency is rather debated because of its lack of institutional support. 2003 UN Sub-Commission on Human Rights Code on TNC’s: Its main goal is to provide Corporations with codes of conduct that would provide a socially responsible behaviour. This code of conduct tries to be more strict by projecting codes as more of an obligation upon MNC’s but as the previous one’s fails to do so because of its lack of legal repercussions. OECD Guidelines for MNE’s: Developed for a smaller number of countries (OECD countries) and serves as guidelines for MNE’s socially responsible conduct, including taxation, financing and information disclosure. The OECD guidelines are considered one of the more successful codes of conduct up to date, and such success is often attributed to the similarity of values and of historic and traditional affinity of all the OECD countries. The 1999 UN Global Compact: Draw upon previous drafts of codes of conduct to â€Å"stimulate change and to promote good corporate citizenship and encourage innovative solutions and partnerships†. It is voluntary based and is criticized for its lack of legal repercussions and as such corporations may use it simply as to glorify their tainted image in the eyes of civil society. Codes developed within private sector: The author gives the Environmental management system (EMS) and International Organisation for standardisation (ISO) as non-governmental based institutions that help in promoting more socially responsible behaviour. It does not have specific standards that must be met by MNC’s but rather postulates weak guidelines that would be beneficial for MNC’s to follow to be more environmentally friendly. Codes focused on certain industries: Companies that have huge impacts on societies in which they operate, such as the oil industry, have developed a set of codes to obey by. Having the power to influence the well-being around them, oil companies are constantly under the scrutnious eye of civil society and must thus be extremely careful of their actions in pursuing their goals. In December 2000, the Voluntary Principles on Security and Human Rights were created by governments and certain extractive and energy sectors. New Approaches: Sean Murphy suggests in his article a series of broad guidelines that should be implemented by governments as to help attain a more positive goal in socially responsible behaviour by MNC’s. Instead of giving recommendations to MNC’s directly he calls upon the governments to give MNC’s more incentive to apply and adhere to codes of conducts that already exist. Murphy explains that a strict ‘big brother’ model of implementing rules would not work thus a more subtle way, still voluntary on the MNC’s part, must come into play. The scheme he suggest to governments is to give incentives to MNC’s to first and foremost join the various codes of conducts. Suggestions to do so entails: getting stakeholders together to have more say in particular problems, Setting a code for codes to provide a quality control template that would reduce the likelihood of sham MNC codes, leniency form regulators and favourable treatment to MNC’s that do joi n and adhere to codes, Leniency in Criminal Prosecution and to civil claims that tries to give lesser punishment to MNC’s that join socially responsible codes of conduct even if violation occurs and government procurement and financing to MNC’s that join and adhere to codes of conduct. The author also suggest subtle changes, that would need to be strictly promoted by governments, to the MNC’s functioning to facilitate the adherence to the codes of conduct: 1) to promote transparency as to inform shareholders and help them make more socially responsible decisions 2) Promote truth in advertising , thus once again making it easier for civil society and shareholders to make more socially responsible choices 3) promoting oversight processes such as internal or external monitoring, verification, audits, or certification. The author addresses issues that are of pressing matter in our present society. We can see that there is more and more concern for the unethical behaviour of corporation through street protests and even the rise of infrastructures that pertain solely to promote corporate social responsibility. Murphy’s article was very clear in explaining as to why governments must take a greater role in promoting socially responsible codes of conduct. His explanation and suggestions on how one might go about to create change to better the present condition of MNC behaviour were on the other hand a bit more generalist in scope but it seems like it might just be inevitable to have broad guidelines as the next stepping stone towards a more socially responsible MNC. Research Papers on Taking Multinational Corporate Codes of Conduct to the Next Level19 Century Society: A Deeply Divided EraAnalysis Of A Cosmetics AdvertisementPETSTEL analysis of IndiaOpen Architechture a white paperBionic Assembly System: A New Concept of SelfDefinition of Export QuotasComparison: Letter from Birmingham and CritoInfluences of Socio-Economic Status of Married MalesThe Project Managment Office SystemBringing Democracy to Africa