Why Nursing is a Popular Option for Career Changers

Why Nursing is a Popular Option for Career Changers Picking a profession is an earth shattering choice - one which holds the possibility to prompt a lifetime of fulfillment †¦ .or wretchedness. Not every person hits the nail on the head the first run through. Most as of late, a pattern is emerging in which an expanding number of individuals in their 30s, 40s and 50s are seeking after second vocations in nursing. Let’s investigate this marvel. Flexibly and DemandThe across the nation interest for RNs is set to experience a 21 percent expansion by 2025, as per a December 2014 report from the U.S. Division of Health and Human Services’ National Center for Health Workforce Analysis. These numbers neglect to factor in rising consideration conveyance models which will see medical attendants in new precaution care and care coordination jobs accordingly further expanding request. The interest for LPNs is additionally anticipated to increment at a pace of 36 percent.While the nation is recuperating from the downturn and duri ng the time spent ricocheting back, numerous individuals stay scarred by cutbacks, reductions, and different dangers to professional stability. The foreseen interest for nursing expels this dread from the condition, and rather guarantees a protected future.And while enlisted medical caretakers may not bring home indistinguishable high checks from specialists, they do make an agreeable pay: a middle compensation of $65,470 every year, as indicated by the Bureau of Labor Statistics.The Fast Track to a New CareerWhile changing to another vocation can take a long time in certain callings, many nursing programs off a â€Å"fast track† which can be finished in as meager as a year for school graduates. While a great many people don’t have the opportunity or budgetary assets to put resources into a since quite a while ago, drawn-out time of preparing, nursing offers an extraordinary profession with negligible investment.The Chance to Make a DifferenceMany people enter first vo cations persuaded by cash and distinction. Be that as it may, as individuals age, their needs change. This is especially valid for the individuals who may have encountered their very own medical problems, or saw a friend or family member experiencing a wellbeing catastrophe.In numerous cases, attendants are the essential purpose of contact for patients and families, and can represent the moment of truth the nature of care. As a result of their gigantic effect, some new, hopeful medical caretakers are enlivened to become attendants themselves.And while attendants might not have the esteem of their individual specialists, they have something maybe significantly progressively significant: the trust of their patients. As per an ongoing Gallup survey, attendants got the most elevated evaluations for genuineness and moral gauges, outperforming clinical specialists, cops, and even individuals from the clergy.While changing professions can be an immobilizing choice - how would you know whet her you’re settling on the correct decision? - it can likewise be an important â€Å"second act,† for some American laborers. At any age or phase of your vocation, following your calling into nursing can have multitudinous benefits†¦both for you and the patients you serve.

Hard Times Many Symbols about Human Nature Free Essays

In Dickens’s Hard Times, there are numerous images that go through the novel. These images represent considerably more than Just word you would run over different occasions as you read. Every image can mean something about human instinct, human connections, profound quality, and even about our general public. We will compose a custom article test on Difficult situations: Many Symbols about Human Nature or on the other hand any comparative point just for you Request Now Every image can have an alternate significance to us all. The images that surfaced as often as possible and that stood apart to me as I read were flight of stairs, Pegasus, smoke snakes, and fire. The primary image that stood apart to me was the flight of stairs Mrs. Sparsit envisions. This ymbol stood apart to me when Mrs. Sparsit sees that Louisa and Harthouse are getting to know one another. As she sees this, she envisions that Louisa is running down a type of flight of stairs into a â€Å"dark pit of disgrace and ruin at the base. † I accept that this flight of stairs speaks to her conviction that Louisa will vanish with Harthouse and ruin herself for eternity. Mrs. Sparsit has loathed Bounderbys union with the Louisa and has consistently would have liked to wed him herself. So this makes her upbeat by Louisa’s activity to vanish with Harthouse. Through he flight of stairs, Dickens uncovers how Mrs. Sparsit’s character is two-faced. He likewise recommends that Mrs. Sparsit’s own self confounds the circumstance among Louisa and Harthouse. She confuses this since she winds up in disgrace by taking part in an extramarital entanglements with Harthouse and Louisa winds up getting back to her dad. The following image that stood apart to me was the Pegasus from Mrs. Slearys carnival. Mr. Slearys carnival performers would remain at a motel called the Pegasus Arms. The image is within this motel. Within this motel, the image is a Pegasus that is an odel of a flying pony with brilliant stars stuck on all over him. This image, the Pegasus, speaks to a universe of imagination and excellence from which Gradgrinds youngsters are not a piece of. There is a moment that Mr. Gradgrind illuminates the understudies at his school that backdrop with ponies on it is ridiculous in light of the fact that ponies don't in actuality live on dividers. He generally showed the children hard realities and only them and to not have a creative mind. The carnival individuals anyway live in a world in which ponies can move and flying ponies can be envisioned regardless of whether they don't in actuality truly exist in the eal world. The name of this motel shows the differentiation between the creative and exceptionally upbeat universe of the bazaar and Mr. Gradgrind’s confidence in the significance of certainty and to have no creative mind. Another image that stood apart to me was the smoke snakes above Coketown. The image was the floods of smoke that was in the skies above Coketown. These streams are the result of manufacturing plants and industrialization. Be that as it may, these smoke snakes likewise speak to the mindlessness of some manufacturing plant proprietors like Bounderby. He is generally so centered around getting as much cash and benefit as possible. Bounderby infers that the snakes of smoke are a positive sign that the industrial facilities are creating and making a g prott Bounderby tails to consider the to be as a torm of unfortunate contamination since he is so worried about making a benefit. He likewise neglects to perceive his own maltreatment of the hands in his production lines. He doesn't understand how hopeless and poor his laborers are and is progressively stressed over his business and himself. The last image that stood apart to me was fire. The first run through the image fire stood apart to me was when Louisa is first presented in Chapter 3. The storyteller clarifies that here is a â€Å"fire with nothing to consume, a starved creative mind keeping life in itself by one way or another. † This shows Louisa appears she has not tuned in to her father’s convictions against pondering and envisioning. The fire likewise shows a specific child of warmth. It is says that Louisa regularly gazes into the chimney when she is separated from everyone else. She gazes as though she sees things in the blazes that others don't, prefer her unbending dad and sibling. Be that as it may, there is additionally another sort of fire that stands apart to me in Hard Times. The other time I consider fire in this novel is the flames that keep the industrial facilities running. The fire gives warmth and capacity to machines. This shows fire can be a case of a malicious that can be utilized as a more prominent great. Through this image, Dickens shows the significance of creative mind to show the industrialization of human instinct. Taking everything into account, images can mean and speak to numerous things throughout everyday life. Individuals utilize various images each day to speak to something that they have faith in. For instance, numerous strict individuals may wear a cross around their neck to show an image of confidence Just how the Pegasus from Mrs. Slearys carnival is an image to the individuals to have a creative mind. Instructions to refer to Hard Times: Many Symbols about Human Nature, Papers

Management Concepts Temasek Holdings Essay

1.0 Introduction Temasek Holdings is a huge venture organization situated in Singapore. It is a functioning participator in the speculation game, holding offers and interests in an expansive scope of businesses everywhere throughout the world. Likewise with numerous organizations everywhere throughout the world, Temasek Holdings was influenced emphatically by the Global Financial Crisis, losing more than 30 percent of the estimation of their portfolio (Schmermerhorn, J. Davidson, P. Poole, D. Simon, A. Woods, P and Chau, S.L. 2011). Temasek’s CEO Ho Ching has been reprimanded for the venture misfortunes that happened during the monetary emergency, and should now lead the organization through the expanded disturbance that has been introduced to them. In doing as such, a potential issue that Temasek Holdings is right now confronting is one of authority. On the off chance that right administration forms with respect to authority are not applied, the organization could confront surprisingly more terrible outcomes. To guarantee that administration doesn't turn into an issue, Ho Ching must apply viable initiative methods to Temasek Holdings. This report will explore different authority choices, deciding a satisfactory way to deal with administration that will help this organization in being fruitful later on. Two initiative models will be evaluated top to bottom. It is normal that both will help the organization in proceeding in the long haul, anyway one choice will be increasingly reasonable and valuable to Temasek Holdings. 2.0 Literature Themes or Arguments As Temasek’s CEO has as of late experience harsh criticism for her dependability in administration, it is evident that a change must be made in the manner the organization is overseen in the event that they are to effectively stay with a similar CEO. Initiative is central in standard conditions, however it is considerably increasingly basic to the business through times of precariousness, making it essentially critical to the occupation of the organization to apply proper administration techniques. It is outlandish for a lot of explicit qualities to characterize whether somebody is a decent pioneer, anyway some specific individual attributes have been distinguished as being normal among effective pioneers: drive, fearlessness, inventiveness, subjective capacity, business information, inspiration, adaptability, trustworthiness and uprightness. (Schmermerhorn, J. Et al. 2011). Vision and force are additionally crucial to great administration; anyway these things are not accompli shed similarly. A wide range of social speculations have been created trying to characterize great administration styles. A broadly utilized model of the executives is Fred Fiedler’s possibility model. Fiedler’s hypothesis takes a gander at coordinating different sorts of individuals to different circumstances, fairly an either/or idea. It depends on the way that someone’s style of authority is character based, therefore making it hard to change. Or maybe, the Fiedler model recommends putting individuals of explicit administration styles with circumstances that coordinate that style, instead of attempting to change their own authority style, to make progress (Wang, Victor C X; Berger, Jim 2010, pg. 6). Fiedler arranges individuals into two initiative styles: relations-orientated and task-orientated. Relations-orientated individuals are characterized as â€Å"a individual who is roused to look for noticeable quality in relational relations, who is worried about acceptable relations with others, who is circumspect in his association with bunch individuals, and who will in general diminish tension and increment the individual change of his coworkers,† (Hill, Walter. 1969, pg. 34) though an errand orientated individual is described to be somebody who â€Å"rejects those with whom he can't work, and gets need delight and confidence from execution of the undertaking. He is, in this manner, worried about playing out the undertaking and he is happy to consign relational relations to an optional position† (Hill, Walter. 1969, pg. 35) Show I (Hill, Walter. 1969, pg. 36) above shows how relations-situated and task-arranged individuals are resolved, through pioneer part connections, pioneer position force and assignment structure. It does this by deciding how well an individual collaborates with individuals (relations) and that they are so committed to undertakings. As indicated by Hill (1969), this model is successful and further tests done support with Fiedler’s discoveries, making it an exact model. Slope noticed that there are such a significant number of factors that occasionally it is hard to figure the specific initiative style that is fitting for somebody; anyway it is valuable as it assists with doling out pioneers to explicit assignments and agent how proficient administration ought to be accomplished. Concerning Temasek, it ought to be set up what â€Å"type† of pioneer Ching is, and the organization would need to work with that before any initiative objectives ought to be built up. Another regular model is the Hersey-Blanchard Situational Leadership Theory (SLT). It is broadly utilized in the business division and was created by Paul Hersey and Kenneth H. Blanchard. This model depends on pioneers changing their styles dependent on the development of their devotees, which is shown by the â€Å"readiness† (how capable and willing or sure) of adherents (Schmermerhorn, J. Et al. 2011). At the point when development (mentally and execution shrewd) is reached, it implies a decrease in help and direction can happen, ingraining a positive sign of trust and certainty. A chief must gander at workers and assess how best to play out a specific errand in a specific circumstance, and when the circumstance changes, the administration style recently utilized may not be as effective in the new circumstance (Hambleton, Ronald K; Gumpert, Ray. 1982, pg 227). Once more, initiative styles are characterized as relationship-orientated and task-orientated, anyway in this model administration styles are ordered into four gatherings: designating, taking an interest, selling and telling. This model is helpful to organizations as it has different various kinds of stages dependent on the arrangement of relations-orientated and task-orientated authority (Figure 1). It separates the two kinds further, into the four sorts above, in this manner making it simpler to arrange. Once more, notwithstanding, factors become possibly the most important factor, and it tends to be seen from different research that the SLT model has its impediments. Goodson (1989) states that when further examinations have been directed on this model, the primary classifier of gatherings (â€Å"maturity† or fitness) has practically no effect to the initiative style of an individual (Goodson, Jane R; McGee, Gail W; Cashman, James F. 1989, pg. 446). Additionally, Goodson set up that in these tests no real proportion of development or potentially status was extremely conceivable when leading examination on the SLT model, making it hard to state for certain whether the model can be viable. Besides, Blank (1990) makes further reference to the way that there is practically no exploration supporting this model in his examinations, saying that both putting together the exploration with respect to the primary factor (development) just as progressively complex techniques, little help was found to validate with the fundamental hypotheses of the model (Blank, Warren; Weitzel, John R; Green, Stephen G. 1990, pg. 579). bogus 3.0 Recommendations On account of Temasek Holdings, it tends to be said that embracing another authority approach will be altogether gainful for the organization. No data is offered with respect to what current authority styles are utilized, however the measure of analysis being gotten right now represents that a change is required. Of the two administration hypotheses examined, it very well may be said that both have negative and positive focuses, likewise with any business order. Fiedler’s model uses three deciding variables: pioneer part connections, pioneer position force and errand structure, to decide how an initiative style will function successfully. This is basically gainful to a business as it permits more than one factor to decide an authority style, giving an increasingly precise depiction of what initiative style will fit a circumstance. This model was likewise supported with examine led by Hill (1969) who led an examination that exhibited that Fiedler’s was quite often successful in the working environment. Be that as it may, there were restrictions with respect to factors. As each individual is so unique character shrewd there is an enormous number of factors, not which can all be classified. Along these lines, a few factors might be missed or barred, however generally the conclusive outcome doesn't change, making the model exceptionally successful. The subsequent hypothesis, Hersey-Blanchard’s SLT, utilizes development as the premise of ascertaining how an initiative style will be successful. This could be powerful somewhat, anyway both Goodson (1989) and Blank (1990) contend that only one deciding component isn't sufficient to warrant a compelling model. The model is gainful as it separates administration styles into four clear classifications; the issue is figuring out which character fits into these classifications. No away from of development is conceivable, making it hard to classify administration styles. Goodson (1989) likewise expresses that development and capability has no genuine impact on initiative styles. Taking a gander at these outcomes, it tends to be prescribed that for Temasek Holdings to keep working at a significant level, the Fiedler model of possibility ought to be utilized as a model for appointing authority assignments. Giving each pioneer in a business undertakings dependent on their character is profitable as it implies rather than the individual working with something they are not explicitly styled for, they can be fit with errands that suit them. In general, this will roll out a huge improvement both in representative fulfillment (laborers are doing tasks that suit their character style, accordingly making them progressively content) just as creation, as the initiative style they are doled out will function admirably for them. Models by Hill (1969) are additional proof that this model accomplishes to be sure work, and that it can carry beneficial outcomes to Temasek later on. In the event that Temasek Holdings cho

Analysis of personnel management and human resource management perspectives - Free Essay Example

Analysis of personnel management and human resource management perspectives INTRODUCTION The report has two sections; the first will focus on critically analysing the principals of Personnel Management (PM) and Human Resource Management (HRM) and the similarities and differences between them. Furthermore, John Storeys (1992), Guests (1987), Beer and Spectors (1985) points of difference will be provided and adapted to a Subway franchise. Finally, the appropriate recommendations on how the company could improve its HR procedures. The second will focus on context of Subway Franchisor Corporation which is currently the leading fast food company in the US, winning numerous awards since it was founded in 1965 by a 17 year old Fred DeLuca. It provides nutritious menu choices, flexible food options on its gourmet breads, sauces and toppings. The company also specialises in wraps, tortillas and salads as well as a variety of drinks. According to Subways official website (subway.co.uk), their mission is to supply good quality food and service, and also provide the tools and knowledge to entrepreneurs to gain competitive advantage over other fast food companies. It is important to understand Subways role as a franchisor. This report is not based on an analysis of the Subway Corporation, the franchisor, but rather on an individual Subway franchisee. 1 Personnel Management The history of PM began around the end of the 19th Century; a concept closely connected to the contradiction in relations between companies and their employees. It is believed that PM evolved through phases: * Welfarist (until 1920s) Characterised by an emphasis on the provision of welfare facilities and efforts made to create the ideal factory (Cumming, 1993, pp.4-5). * Personnel Administration (1930s) In the form of recruitment, basic training and record keeping (Armstrong, 1996, p.32). * Development (1950s) Management of employee relations becomes the critical contingency factor of PM due to the rise in TU membership and collective bargaining. A wider range of personnel services were provided (Armstrong, 1996). A broad definition of PM is a function concerned with putting in place, the processes and procedures to make sure the organisation has the right staff at the right time so it can operate at a very basic level. Similarly, Cole (2002) describes PM as the function of management that has to deal with the recruitment, employment, training, redeployment, safety and departure of employees. 1.1 Functions of Personnel Management PM tries to maintain fair terms and conditions of employment, whilst efficiently managing day-to-day, personnel activities at the operational level. Heavily based on administrative tasks; It involves hiring and developing employees so that they become more valuable to the organisation. More specifically, the functions of PM are identified by Armstrong (1996) in Appendix 1. In broader terms, the functions include:- * Conducting job analysis, recruiting and selecting and handling promotion internally. * Training based on legal requirements of Health and Safety procedures, risk assessment. * Remuneration: making sure the correct wage/salary is paid at the right time (Cole, 2002). * Providing benefits and incentives. * Appraising performance, resolving disputes in the form of grievance and discipline. * Monitoring absences and sickness using techniques such as the Bradford Factor (identifies the number and patterns of absences). * Redundancy: administration of and dismissal procedures (Cole, 2002, p.26) 1.2 Advantages and Disadvantages of Personnel Management Identifying people as the central function of an organisation which need controlling and allocated effectively (Bach, 2005), is the key advantage of PM as it is essential to the survival of the organisation. As previously mentioned, personnel managers can identify staffing gaps and assign the right number and type of people the organisation needs, (Armstrong, 1996, p.28). Furthermore, it is a very methodical. There are clear ideas of what has to be done in certain situations implying that there is transparency and consistency in the way individuals are treated. The advantages of PM may however also have negative implications. For example, Maslow (cited in Strage, 1992) identifies that individuals are different with different needs. The model is inflexible and standardised, dealing with each employee and every organisation in a certain way. This may not be appropriate for all employees or organisations. PM has often been described as routine and very process driven. This may be ideal for large organisations however not for smaller firms. The process is costly and time consuming to manage effectively. Finally, the culture and individual values of the workers are not considered, along with the adversarial relationship (the wanting of different things) between workers and management. 2 Shift from Personnel to HRM In the 20th Century there was a broad discussion whether or not HRM represents a fundamental change in people management or it just a phase of PM (Beardwell and Claydon, 2004). Some theorists emphasised a transformational shift from PM to HRM (Spector, 1985). Tyson and York (1993) believed that people are a businesss most important resource and that the achievement of organisational goals depends mostly on this. At the same time others believed that HRM was just a next step in PM development caused by historical and environmental factors (Bach and Sisson, 2000). It was stated that in PM, employees are seen as a variable cost, while HRM shows that they are a variable asset to the organisation. However, some theorists argued that change in name didnt bring a change in reality, therefore HRM was described as an old wine in new bottles (Armstrong, 1987) and as a wolf in sheeps clothing (Keenoy, 1990). Theorists tried to answer these questions by identifying similarities and differences between two approaches of people management. Legge (1995) identifies following similarities:- * Both emphasise the importance of integration. * Both linked employee development with the achievement of organisational goals. * Both sought to ensure that the right people were in the right job. * Both gave the responsibility of people management to line managers. 2.1 Beardwell and Claydon Model (2007) In contrast, Beer and Spector (1985), Guest (1987) and Storey (1992) compared the models and identified several points of difference which are summarised in a single model developed by Beardwell and Claydon, (2007, p.13). It examines differences between them in 5 perspectives seen in Appendix 2. 2.2 John Storeys Model (1992) Another model, underlying the previous one was made by John Storey, who identified 27 differences between PM and HRM. These points are grouped into four categories: beliefs and assumptions, strategic aspects, line management and key levers (Appendix 3). 2.2.1 Advantages * Clearly identifies the differences between the two. * Shows consideration to organisational culture, strategies, leadership. * Identifies a two dimensional map: interventionary/non-interventionary and strategic/tactical (Armstrong, 1996, p.62) 2.2.2 Limitations * Companies often combine both approaches and therefore cannot be characterised under just one. * Organisations beliefs and assumptions as these are often invisible and non-tangible (Beardwell and Claydon, 2007). 3 Human Resource Management HRM presents a variety of different styles and models. Storey (1989) identifies its two types: hard and soft. Later, Michigan Business School (MBS) and Harvard University developed two different basic models, which have been very influential in the interpretation of HRM (Beardwell and Claydon, 2007): Matching model associated with a hard approach and Harvard model, in connection with soft. These two particular models underline the two main concepts: Matching model became a basis of best-fit school of Strategic Human Resource Management (SHRM), whilst Harvard models ideas contributed to best-practice approach. These will be discussed further. 3.1 Soft/Hard approach to HRM The hard approach stresses the importance of close integration of HR policies, and activities and systems of business strategy. Also, the emphasis is placed on cost-reduction strategies (Schuler and Jackson, 1987). Furthermore, it detects the strong from the weak i.e. those whose attributes and skills help the company to achieve strong strategic positioning and competitive advantage. The soft approach recognises employees as valued assets to attain competitive advantage through their commitment, high quality, adaptability, performance and their skill set. Employees are proactive through collaborations and participation. Soft and hard approaches are very contrasting especially when implementing a single approach. Soft and hard approaches show an obvious gap between what would be characterised as rhetoric and reality. 3.2 Matching Model The model is developed by MBS (Fombrun et al.,1984). It shows an interconnection between different environmental forces (political, economical, cultural), business structure and strategy and HR policies and practices. It emphasise a close relationship between the last two (Appendix 4). The model is associated with a hard version of HRM that is characterised by using HR in order to meet business objectives. Two basic assumptions form a model (Beardwell and Claydon, 2007): * Effective way of people management is not universal: it depends on the particular organisation. * Employees should follow the same business views as managers and the owners in order to maximise organisational performance. 3.2.1 Advantages ÂÂ · Takes into account the influence of external factors on an organisation and its HR polices. * Emphasises tight fit between HR and business strategy that leads to competitive advantage (Beardwell and Claydon, 2007, p.7). 3.2.2 Disadvantages * Business level strategy and HR strategy could not be linear (Bratton and Gold, 2001). * Fails to generate employee commitment (Purcell, 1995, cited in Storey). * Excessive fit could be a disadvantageous to achieving goals (Boxall, 1996). 3.3 The Best-Fit Model Best-fit model belongs to contingency school of SHRM that explores the link between stages of organisational development, strategy, HRM policies and practices (Boxall and Purcell, 2000). There are several best-fit models: life-cycle model (Kochan and Barocci, 1985), competitive advantage models (Schuler and Jackson, 1987 and Miles and Snow, 1984) and configurational perspective (Marchington and Wilkinson, 2002; Delery and Doty, 1996). 3.3.1 Life-Cycle Model The model matches HR policies and practises with the stage of organisational life-cycle (Appendix 5). In the start-up phase, HR polices should be flexible and attract talented and skilled employees. The growth stage should have more formal HR procedures, efficient management and organisational development. The maturity stage is characterised by cost control, HR strategy and, finally, in the decline stage, the company shifts to rationalisation with a reduction of workforce and redundancy implications (Kochan and Barocci, 1985). 3.3.2 Competitive Advantage Model The model links HR systems and organisational strategy. Porter (1980) argued that firms could follow only three generic strategies: cost leadership, differentiation or focus strategy. Schuler and Jackson (1987) matches these with a firms HRM polices (Appendix 6). The emphasis shifts from long-term focus, coordination and broad career path under the innovation strategy to fixed job descriptions, immediate focus and continuous training under quality enhancement and to short-term focus and minimal level of training under the cost reduction strategy (Schuler and Jackson, 1987). Miles and Snow (1978) classify companies into four distinct strategic groups (defenders, prospectors, analyzers and reactors) and base their response to three major problems: entrepreneurial, engineering, and administrative. Their competitive advantage framework (Miles and Snow, 1984) links three of these strategies with firms HR practices (Appendix 7). Application of their model to the organisation increases busi ness performance. 3.3.3 Configurational Model Contingency school was criticised for its lack of sophistication, because of its attempt to relate only to one variable. Configurational model is a more complicated approach that focuses on multiple independent variables that effect HRM strategy. This approach represents non-linear synergistic effects and higher order interaction to maximise performance of the company (Delery and Doty, 1996, p.808). The model emphasises internal congruence with organisational systems such as management style, finance and culture (Paauwe, 2004) as well as their vertical integration with strategic configuration (Marchington and Wilkinson, 2002). 3.3.4 Advantages of Best-fit model * Analyses the influence of external environmental factors on organisation and its HR practises. * Emphasises congruence and coordination between internal HR practises (Delery and Doty, 1996). * Matches HR system with strategic management processes (Schuler and Jackson, 1999). 3.3.5 Disadvantages of the Best-fit model * Ignores unique characteristics of individual businesses that could be the main source of competitive advantage (Beardwell and Claydon, 2004, pp.48-49). * Ignores employee interests. * Simplicity of classical approach in describing competitive strategies. * Lacks sufficient attention to dynamics (Boxall, Purcell, 2000, p.187). 3.4 Harvard Model The soft approach Harvard model described by Beer et al. (1984) provides one of the first major statements on how managers should practise SHRM (Appendix 8). The analytical framework consists of six basic components: situational factors, stakeholders interest, HRM policy choices, HR outcomes, long term consequences and a feedback loop through which outputs flow directly into the organisation and to the stakeholders. It is associated with the goals of flexibility and adaptability and implies that communication plays a central role in management (Storey and Sisson, 1993). 3.4.1 Advantages * Recognises and incorporates a range of stakeholder interests (Armstrong, 2003) * Recognises the importance of trade-offs. * Widens the context of HRM to include employee influence, the organisation of work and the associated questions of supervisory style (Armstrong, 2003). 3.4.2 Disadvantages * Fails to show corporate or business strategy as key determinant of HRM strategies and polices (Tyson, 2006). * This model does not explain SHRM functions in a detailed way (Loosemore, Dainty and Lingard, 2003). 3.5 Best Practice: High Commitment Models These models are tools which are used to enhance companys overall performance in improving employee spirits, behaviours, lowering labour turnover and absenteeism. The aim is to improve productivity, encourage high levels of expertise, and enhance quality and efficiency (Claydon et al. 2004). There are two approaches: the best practice SHRM and universalism. The best practice according to Guest (1989) has four objectives: strategic integration, commitment, flexibility, and quality. These objectives mentioned are required to achieve:- * High job performance, * Good problem solving among employees, * Flexibility * Lower employee turnover Another model is Pfeffers (1994): 16 HR practices for competitive advantage through people, later changed to seven practices for building income by putting people first (Appendix 9). This type of model signifies that HR enables organisations to adapt and innovate to gain a competitive advantage. With the universal approach, the concern is with how close organisations can get to the ideal of practices, (Claydon et al. 2004) the assumption being that the closer a company gets, the better the company performs. Other best practice models vary depending on the relationship of organisational performance. This can be seen in Appendix 10. Limitations of best practice models are: difficulty in determining whether or not the HRM practices lead to enhanced organisational performance or whether it is the current financial position which leads to increases in performance. It is also very difficult to determine how organisations with tight financial control operate within highly competitive markets and how they can invest in some of the HR practices advocated in the best practice models (Storey, 1995). Other limitations include: improved performance through efficiency and its tight financial control could be associated with the hard HR policies as mentioned in Storeys 27 points of differences. According to Boxall and Purcell (2003) high commitment models tend to fudge the question of pluralists goals and interests (Boxall et al, 2003) which has also led to negative comments of how best practice models assist with the organisations overall performance. 4 Subways Approach to Human Resource Management/Personnel Management In this part we explore and critically evaluate Subways Leicester based franchisees HR practises and procedures and assess their PM and HRM characteristics. Mannys Classic Subs Limited is a typical example of Subway UK based franchisee. HR practises in this company are conducted by the HR manager and Managing Director (MD), which include planning, advertising, interviewing, recruitment and selection, disciplinary procedures, training, payment and wages review, rewards system and retention. Some fundamental HR procedures are communicated from the head office; however, the way in which they are implemented depends on the management of individual franchisees. In this particular firm HR procedures are still being developed. 4.1 Role perspective There are several top management roles such as the MD, Restaurant Managers, and Company Secretary. These are however, not clearly defined. When looking at lower roles: within the stores themselves, there is a high level of specialisation. The specific roles include: Sandwich Artist involves customer service, paperwork accuracy, cash register, equipment usage, product preparation and taking phone orders. Shift Leader involves supervision of sandwich artist, deals with customer complaints, delegating work, enforcing policies and dealing with staffing issues. Assistant manager involves hiring, training and supervising procedures, weekly inventory and paperwork, food service certification, service counter marketing (Subway Operations Manual, 2009) According to Storey (1992) and Guest (1987), characteristics of PM can be seen at the lower levels and HRM at the top levels. It can however be said that the level of standardisation is high in general. This is because strict guidelines are passed down from the corporate Franchisor to each Franchisee in relation to its operations. In addition to this, communication throughout the company is direct in reference to HR approaches. This could be associated with the size of the company and with the stage within its life cycle. This company has 46 employees and therefore classified as a small firm. In addition, Subway is in the growth stage because it was established two years ago and its market share is still growing. 4.2 Training and Development A two week training program, in the corporate headquarters, in management, book-keeping and personnel procedures, is offered to new franchisees. Plus an additional 34 hours of job training at a nearest subway (Subway Staff Handbook, 2009). In contrast, staff training is provided by the local managers or supervisors however, when training employees in first aid, they are sent in groups to St Johns Ambulance to attend a four day training course in advance first aid. Preliminary courses are also organised before sales training. This way of controlling access to courses when training staff relates directly to PM. Furthermore, the Subway Staff Handout (2009) states that employees could be sponsored to obtain relevant qualifications that may be beneficial to their development within the company. 4.3 Recruitment and Selection The recruitment processes within Subway include e-recruitment (company website), job fairs and word-of-mouth from current employees. They clearly identify what they want from candidates especially in relation to punctuality, accuracy, communication, ability to take direction and follow rules and most importantly, customer friendliness. The selection process begins once the company has received candidates applications. The HR manager identifies the key characteristics of a candidate for example, age, availability and previous work experience. On the second stage of selection, the HR manager selects appropriate candidates for a telephone interview to discuss in detail the requirements of the role. The candidates that match the companys criteria are then invited to a face-to-face interview; ultimately leading to the selection of one candidate and the signing of the contract. The company contract is simple and generic as it applies to most employees. All requirements included within this contract are clearly stated implying a personnel approach. 4.4 Employment relations Managers treat employees according to the business needs. The main focus is on company stakeholders especially customers, who they believe is the heart of their business (Kang, 2009). Internal relationships between staff are fundamental to the company. If conflicts occur, they are de-emphasised and the main role for management is to manage climate and culture. This is a reflection of the HR approach. 4.5 Monitoring and Control Subway adopts a personnel approach to monitoring its employees so that all procedures and regulations set by senior management are followed. The monitoring system used is called KADCAM which ensures every transaction is processed accordingly and any errors within the process line inform the manager that employees are not following the rules. 4.6 Pay and Rewards Wage starts at 7 per hour for all staff apart from store managers, after a trial period. These are then reviewed annually and depend upon company results and in accordance with the HR approach; pay is also based on individual performance. Company policy also includes promotion for suitable candidates with an appropriate level of experience and essential competencies (Subway Staff Handbook, 2009). CONCLUSION The first section of the report critically analysed PM and HRM and evaluated the similarities and differences between the two approaches. It was identified that PM sees employees as a cost and the objective is to minimise this. In contrast, HRM approach argues that people are a valuable asset and its practices are aimed to increase the employees commitment. They allow for HR policies to fit company strategy and ensure the company maximises business performance. In the second part of the report Subways approach to people management is analysed using comparative frameworks by Beer and Spector (1985), Guest (1987) and Storey (1992) and identified features of both personnel and HRM approaches in Subway. RECOMMENDATIONS According to the companys life cycle which is at the growth stage, and strategy involving maximising return on investment and providing excellent customer service (Subway Staff Handbook, 2009); they have relatively appropriate HR strategies in place. However, in order for them to adapt to the changing dynamic environment, they could improve and develop some of their procedures. From speaking directly with staff at the franchise, it was identified that the employees are given a high level of empowerment. When management first implemented this, staff members were allowed to give out free upgrades but werent given appropriate instructions on procedures. It is recommended that management provides training and supervision (in the form of instruction booklets) before employees are empowered. Subway currently closely controls its staff, but it could shift from PM, monitoring approach to nurturing in order to build trust between the company and its employees. As this franchise in particular is in the development stage, some HR procedures such as rewards and promotions are not clearly identified yet. The company could improve this in order to increase enthusiasm within employees, thus leads to achievement of organisational goals. Subway already emphasises the importance of teamwork however this can always be improved and develop for example by the use of team building workshops. They could also have an additional rewards set for teamwork as opposed to just individual rewards. Finally, rate of pay is fixed as there is no difference between weekend and week pay. Separate teams are allocated to work weekends and mid-week. With a separate team just working on the busier weekends, dissatisfaction may occur. In compliance with other fast food companies within the UK, a recommendation would be to increase the hourly pay rate for the members that work on the weekends. REFERENCE LIST Armstrong, M. (1987) Human resource management: a case of the emperors new clothes?, Personnel Management, 19(8), pp.30-35 Armstrong, M. (1996) A handbook of Personnel Management Practise 6th Edition, Kogan Page Ltd, pp.27-63 Armstrong, M. (2003) Human Resource Management Practice 9th ed. 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(1994) Competitive Advantage through people, Harvard business school pp. 14-52 Porter, M. 1980. Competitive Strategy, New York: Free Press Purcell, J. (1995). cited In Storey, J. Human Resource Management: A Critical Text. London: Routledge Schuler, R. and Jackson, S. (1987) Linking competitive strategy with human resource management practices, Academy of Management Executive, 1 (3), pp. 207-219. Schuler, R. and Jackson, S. (1999) Strategic Human Resource Management, Holbeche: Blackwell Publishing Storey, J. (1989) New Perspectives on Human Resource Management, London: Routledge Storey, J. (1992) Developments in the Management of Human Resources, Blackwell publishers Storey, J. (1994) Human Resource management, a critical text. Prentice Hall, London Storey, J. (1995) Human resource management: a critical text. London: Routledge Storey, J, and Sisson, K. 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Definition of Personnel Management and Human Capital, Available From: https://www.businessdictionary.com/definition/personnel-management.html [Accessed 22/11/09] Definition of Team working, Available From: https://www.cipd.co.uk/subjects/maneco/general/teamwork.htm [Accessed 22/11/09] Definition of Best Fit and Group Working, Available From: https://dictionary.reference.com/browse/ [Accessed 22/11/09] Definition of Resourced Based View, Available From: https://www.fsc.yorku.ca/york/istheory/wiki/index.php/Resource-based_view_of_the_firm [Accessed 01/11/09] Definition of Best Practice, Available From: https://searchsoftwarequality.techtarget.com/sDefinition/0,,sid92_gci498678,00.html [Accessed 22/11/09] Definition of Strategic Human Resource Management, Available From: https://www.cipd.co.uk/subjects/corpstrtgy/general/strathrm.htm [Accessed 17/11/09] BIBLIOGRAPHY Cole, G. (2000) Management for Social Enterprise Personnel Management, 4th Ed. Continuum Cole, G. (1993) Personnel Management, 3rd Ed. DP Publishing Finch, C. (2009) Keys To Effective Personnel Management, Chief executive Officer, Journyx, Inc, Austin,Texas Maund, L. (2001) Introduction to Human Resource Management: Theory and Practice, Great Britain, Scotprint Pinnington, A and Edwards, T. (2000) Introduction to Human Resource Management. Oxford, Oxford University Press Rousseau, D. (1978). Characteristics of departments, positions, and individuals: Contexts for attitudes and behaviour. Administrative Science Quarterly, 23, pp.521-538 Shadwick, G. (2005) The importance of organizational context on employees attitudes: an examination of working in main offices versus branch offices, Journal of Leadership and Organizational Studies, 11(2), pp. 89 100. Storey, J. (2007) Human Resource Management: A Critical Text, 3rd Ed, Thomson Learning APPEDNIX 1: FUNCTIONS OF PERSONNEL MANAGEMENT (Armstrong, 1998, p.31) APPENDIX 2: BEARDWELL AND CLAYDONS MODEL Personal Management HRM Planning perspective Beer and Spector, 1985 Guest, 1987 Storey, 1992 Reactive Piecemeal interventions in response to specific problems Short-term, reactive, ad hoc, marginal Piecemeal initiatives Marginal to corporate plan Proactive System-wide interventions with emphasis on fit Long-term, proactive, strategic, integrated Integrated initiatives Central to corporate plan People management perspective Beer and Spector, 1985 Guest, 1987 Storey, 1992 People as variable cost Cost-minimization Monitoring Mutuality People are social capital capable of development Maximum utilisation (human asset accounting) Commitment Nurturing Can-do outlook Employment relations perspective Beer and Spector, 1985 Guest, 1987 Storey, 1992 Self-interest dominates; conflict of interest between stakeholders Seeks power advantages for bargaining and confrontation Pluralist, collective, low trust Pluralist Institutionalised conflict Collective bargaining contracts Coincidence of interests between stakeholders can be developed Seeks power equalisation for trust and collaboration Unitarist, individual, high trust Unitarist Conflict de-emphasised Towards individual contracts Structure/system perspective Beer and Spector, 1985 Guest, 1987 Storey, 1992 Control from top Control of information flow to enhance efficiency, power Bureaucratic/mechanistic Centralised, formal, defined roles External controls Procedures High standardisation Restricted flow of communication Participation and informed choice Open channels of communication to build trust and commitment Organic Devolved, flexible roles Self-control Business need Low standardisation Increased flow of communication Role perspective Guest, 1987 Storey, 1992 Specialists/professionals Personnel/IR specialists Largely integrated into line management General/business/line managers (Beardwell and Claydon, 2007, p.13.) APPENDIX 3: STOREYS 27 POINTS OF DIFFERENCE NO. DIMENSION PERSONNEL HRM BELIEFS AND ASSUMPTIONS 1 Contract Careful delineation of written contracts Aim to go beyond contracts 2 Rules Importance of devising clear rules can do outlook, impatience with rules 3 Guide to management action Procedures Business need 4 Behaviour referent Norms/customs and practise Missions/values 5 Managerial task on labour Monitoring Nurturing 6 Nature of Relations Pluralist Unitarist 7 Conflict Institutionalised De-emphasised STRATEGIC ASPECTS 8 Key relations Labour management Customer 9 Initiatives Piecemeal Integrated 10 Corporate Plan Marginal Central to 11 Speed of decision Slow Fast LINE MANAGEMENT 12 Management role Transactional Transformational 13 Key managers Personnel/IR specialists General/business/line managers 14 Communication Indirect Direct 15 Standardization High (parity is an issue) Low (parity not relevant) 16 Prized management skills Negotiation Facilitation KEY LEVERS 17 Selection Separate/marginal task Integrated/key task 18 Pay Job evaluation Performance related 19 Conditions Separately negotiated Harmonisation 20 Labour management Collective bargaining contracts Towards individual contracts 21 Thrust of relations Regulated through facilities and training Marginalised 22 Job categories and trades Many Few 23 Communication Restricted flow Increased flow 24 Job design Division of labour Teamwork 25 Conflict handling Reach temporary truces Manage climate and culture 26 Training and development Controlled access to courses Learning companies 27 Foci of attention of interventions Personnel procedures Wide ranging cultural, structural and personnel strategies (Storey, 1992, p. 35) (In grey shaded areas is the implementation of the model on Subway) APPENDIX 4: MATCHING MODEL (Devanna et. al.(1984) cited in Beardwell, J and Claydon, (2007)) APPENDIX 5: LIFE-CYCLE MODEL HRM function Life cycle stages Start-up Growth Maturity Decline Recruitment, selection and staffing Attract best technical/professional talent Requite adequate numbers and mix of qualified workers, management succession planning; manage rapid internal labour market movements Encourage efficient turnover to minimize lay-offs and provide new openings; encourage mobility as reorganisations shift jobs around Plan and implement workforce reduction and re-allocation Compensation and benefits Meet or exceed labour market rates to attracted needed talent Meet external market, but consider internal equity effects; establish formal compensation structures Control compensation Tighter cost control Employee training and development Define future skill requirements and begin establishing career ladders Mould effective management team trough management development and organisational development Maintain flexibility and skills of an ageing workforce Implement retraining and career consulting services Labour-employee relations Set basic employee relations philosophy and organisation Maintain labour peace and employee motivation and morale Control labour costs and maintain labour peace; improve productivity Improve productivity and achieve flexibility in work rules; negotiate job security and employment adjustment policies (Kochan and Barocci, 1985) (Mabey et al.,1998, p.65) APPENDIX 6: COMPETITIVE ADVANTAGE MODEL 1 Strategy Employee Role Behaviour HRM Polices Innovation A high degree of creative behaviour Long-term focus A relatively high level of cooperative interdependent behaviour A moderate degree of concern for quality A moderate degree of concern for quantity A moderate degree of concern for process and results A greater degree of risk taking: a higher tolerance of ambiguity and unpredictability Jobs that require close interaction and coordination among groups and individuals Performance appraisals that are more likely to reflect long-term and group-based achievement Jobs that allow employees to develop skills that can be used in other positions in the firm Pay rates that tend to be low, but allow employees to be stockholders and have more freedom to choose the mix of components that make up their pay package Broad career path to reinforce the development of a broad range of skills Quality enhancement Relatively repetitive/predictable behaviours A more long-term or immediate focus A moderate amount of cooperative interdependent behaviour A high concern for quality A modest concern for quantity of output High concern for process; low risk-taking activity, commitment to the goals of the organisation Relatively fixed and explicit job descriptions High level of employee participation in decisions relevant to immediate work conditions and job itself A mix of individual and group criteria for performance appraisal that is mostly short term and results orientated Relatively egalitarian treatment of employees and some guarantees of job security Extensive and contentious training and development of employees Cost reduction Relatively repetitive and predictable behaviours A rather short-term focus Primary autonomous or individual appraisals Moderate concern of quality High concern for quantity of output Primary concern for results, low risk-taking activity, relatively high degree of comfort with stability Relatively fixed and explicit job descriptions that allow little room for ambiguity Narrowly designed jobs and narrowly defined career paths that encourage specialisation, expertise and efficiency Short-term results-orientated performance Close monitoring of market pay levels for use in making compensation decisions Minimal levels of employee training and development (Schuler and Jackson (1987)cited in Beardwell et al.(2004)) APPENDIX 7: COMPETITIVE ADVANTAGE MODEL 2 Strategy Key characteristics HRM strategies Defender Narrow and stable product market Single, capital-intensive technology Functional structure Production efficiency and cost control Build human resources little recruitment on entry level selection by dismissing inappropriate employees training and development includes extensive skill-building programmes Prospector Search of new products and opportunities Response to environmental trends Diverse product line Multiple technology Divisionalized structure RD projects Acquire human resources -sophisticated recruiting at all levels selection by psychological testing limited training Analyzer Simultaneously operates in two different types of market ( relatively stable and changing) Limited basic product line Moderate level of search for new products Cost-efficient technology for stable projects and RD projects for new products Matrix structure Allocate human resources Matching recruitment, selection and developing strategies to the nature of product and its phase of a life-cycle (Miles and Snow (1984) cited in Storey (1999)) APPENDIX 8: HARVARD MODEL (Beer et al., 1984, p.62) The situational factors influence managements choice of HR strategy. This normative model incorporates workforce characteristics management philosophy, labour market regulations, societal values and patterns of unionization and suggests meshing of both product market and social culture logics (Evans and Lorange, 1989) The stakeholders interest recognize the importance of trades-off, either explicitly or implicitly, between the interests of owners and those of employees and their organizations, the unions. The Human Resource Management Policy choices emphasize the management decisions and actions in HR management can be appreciated fully only if it is recognized that they result from an interaction between constraints and choices. The Human Resource Outcomes are high employee to commitment to organizational goals and high individual performance leading to cost-effective products or services. The long term consequences distinguish between three levels: At individual employee level the long term outputs compromise the psychological rewards workers receive in exchange of effort, at organizational level increased effectiveness ensures the survival of the organization and at societal level as a result of utilizing people at work some societys goals are attained. (Bratton and Gold,2007, p.23) APPENDIX 9: HUMAN RESOURCE PRACTICES FOR HIGH COMMITMENT Building profits by putting people first High commitment Human Resource Management Employment security And Internal promotion Selective hiring And sophisticated selection Extensive training And learning and development Sharing information Extensive involvement and voice Self managed teams/teamworking Self managed teams/teamworking and harmonization High pay contingent on company performance High compensation contingent on organisational performance Reduction of status differentials (Pfeffer (1998) cited in Claydon, T. et al 2004 p.57) APPENDIX 10: COMPARISON TABLE FOR HIGH COMMITMENT MODELS Pfeffer (1998) (1) Kochan Osterman (1994) MacDuffie (1995) Employment security Self-directed work teams Self-directed work teams Selective hiring Job rotation Job rotation Extensive training Problem solving Problem solving Sharing information TQM TQM Self managed teams Suggestions forum High pay contingent on Company performance Hiring criteria, current job versus learning Reduction of status differentials Contingent pay (Source: Claydon, T et al (2004)) Induction and initial training provision Huselid (1995) Arthur (1994) Delery and Doty (1996) Contingent pay Self directed work teams Internal career opportunities Hours per year training Problem solving groups Training Information sharing Contingent pay Results oriented Job analysis Hours per year training Profit sharing Selective hiring Conflict resolution Employment security Attitude surveys Job design Participation Grievance procedure Percentage of skilled workers Job descriptions Employment tests Supervisor span of control Formal performance appraisal Social events Promotion criteria Average total labour costs Selection ratio Benefits/total labour costs (Source: Academy of management journal, vol. 39, issue 4, pp.779-801.) GLOSSARY Best Practice is a school of strategic human resource management, which is based on the assumption that the adoption of certain best human resource practices would result in enhanced organisational performance (Beardwell and Claydon, 2007). Best Fit is a contingency school of strategic human resource management that explores a close link between strategic management and HRM by assessing the extent to which there is a vertical integration between an organisations business strategy and its HRM policies and practises (Beardwell and Claydon, 2007) Organisational Context it is internal and external factors organisation, which includes firms structure, resources and functions, behaviour and culture as well as external factors such as economical, political, technological and business environment (Capon, 2003). Personnel Management is an administrative discipline of hiring and developing employees so that they become more valuable to the organisation. It includes conducting job analyses, planning personnel needs, and recruitment, selecting the right people for the job, orienting and training, determining and managing wages and salaries, providing benefits and incentives, appraising performance, resolving disputes, communicating with all employees at all levels (businessdictionary.com). Human Resource Management is a distinctive approach to employment management which seeks to achieve competitive advantage through strategic deployment of a highly committed and capable workforce, using an array of cultural, structural and personnel techniques (Storey, 1995, p.5). Strategic Human Resource Management is an approach to the strategic management of human resources in accordance with the intentions of the organisation on the future direction it wants to take. It is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need (cipd.co.uk) Resource Based View -The resource based view argues that firm possess resources, a subset of which enable it to achieve competitive advantage, and a subset of those that lead to superior long-term performance. Resources that are valuable and rare can lead to the creation of the competitive advantage (fsc.york). Resource based approach to HRM is viewed human resources as a basis of competitive advantage (Beardwell et. al, 2004). Human Capital -In an organizational context, human capital refers to the collective value of the organizations intellectual capital (competencies, knowledge, and skills) (businessdictionary.com). Group Working is a method of aiding a group or members of a group toward individual adjustment and increased participation in community activity by exploiting the mechanisms of group life (dictionary.reference.com). The more the group works together toward its common needs and goals, while still satisfying the needs of its individual members, the more effective it will be (Brandler and Roman, 1999). Team working a team could be defined as a limited number of people who have shared objectives at work and who co-operate, on a permanent or temporary basis, to achieve those objectives in a way that allows each individual to make a distinctive contribution (cipd.co.uk). REFLECTIVE ASSESSMENT Murinder Kang (P05294573) The way in which the group has worked together is quite remarkable as we planned a Total Quality Management procedure to ensure the work in which we have compiled is to the best of our knowledge, contains theories as well as our ideas of what we think of HRM and Personnel management. Future recommendations would be to improve our organisational skills and our time management structure although we worked well as a group I think we could of done a lot better if we met sooner than later. Other recommendations would be that lecturers should inform us of what they expect from us in week 1 instead of week 4 this way groups could meet up a lot earlier to start the research process. Furthermore, I think each individual contributed equally to this assignment as no problems arose while compiling this report. Everyone met up on time, minutes were taken, and then information was shared among everyone using the DMU email system. Communication within the group was very effective for everyone to understand what they were asked to do and if it was unsure no one hesitated in contacting each other for help and guidance. The mark in which we should get for this particular assignment is 80 due to the fact that vast amount of research was carried out in a short amount of time, everyt hing asked for in the mark scheme has been included and contacting Subway directly about their HR policies also meant we made contact with them to get actual data about how they work and what type of approach they use. Visiting Frank Rowbotham for guidance also ensured we were aiming for above 75 and any mistakes we were making were rectified immediately. Sameera Alimohamedi (P09270281) As a group we worked together and each member contributed equally as the work responsibility was divided efficiently. My group worked really well and efficiently because we had group meetings and discussions where different ideas and opinions were discussed. Each member had tasks assigned so it was easier to work and once the task was completed, we had to email it to Deniz Cakin so she could put it all together and check the grammar. If any problems arose, it was well communicated over e-mail or if problems arose that needed proper discussion this would take place in one of our meetings Each member contributed towards the assignment in their own ways. The group worked together as a team and each member was very helpful and cooperative. Each member contributed towards the report and there was good flow communication between us. If opportunity given to work with the same group again I would recommend that each members should do more research about everything and not only the part they were given so its much easier to contribute ideas. Veronika Khromykh (P08001199) I believe that our group worked in a very professional way. Every member of the group did broad reading around the topic and all together we spent a lot of time in the library discussing and evaluating PM and HRM approaches and analyzing the way Subway treats its employees. I think every member of our group equally contributed to the whole report: after the first meeting, where we discussed both theories, our team was divided into two parts and every sub team was responsible for their area of expertise. There was not only a lot of e-mail communication, but also a face-to-face communication. We shared our ideas and discussed different approaches all together that definitely helped us more deeply understand the variety of opinions about differences between the two approaches. The final version of the report itself was also written by the whole group. Our group consists of very hardworking, intelligent and ambitions people that helped us quickly find a common language and start to operate like a solid body. Every member of our group had their particular role. I want to make special mention of Murinder Kang, who contributed to organizing and motivating the team and Deniz Cakin, who demonstrated a high level of knowledge and very good academic writing skills; and I also want to thank other members for their active participation and their important contribution to the report. I also tried to put into our work the very best that I know. I always participated in group discussions and expressed my ideas and thoughts. However, our team work still could be improved: I recommend us next time spend more time on analyzing the task and identifying the material. Also, next time would be better to complete the work not several days, but the week and a half before in order to have more time to proof read it. It was my first experience in team wo rking and I really enjoyed the process. I believe that we are a very good team and our work deserves a very high mark. Deniz Cakin (P09247095) I think the enormity of the task was underestimated especially in relation to the time it took to come to conclusions about Subways Personnel/HR approaches and in making recommendations as a group. Therefore, I would recommend for next time that each group member researched all aspects of the report before reaching this stage. And perhaps give ourselves more time to proof read the final report. From our first meeting, strengths were identified in group members and tasks were allocated according to these strengths. We were divided into two teams initially to complete part two of the main report. Part three in particular was very much a group effort as everyone was able to contribute because of the individual research and work they had completed for the previous section. Each member contributed equally to get the report done on time. We worked well as team in communicating and drawing together everybodys specific ideas. I believe everyone felt comfortable enough within the group to voice their opinions if they believed we were heading in the wrong direction. We also met up at least once a week to make sure we were progressing and heading in the right direction. The role I played in the group was that of the person who compiled all the work together (after completing my individual bit) to make sure the report flowed from section to section, that there was consistency in the language used throughout and the report had minimum grammatical errors. Finally, we are all like-minded people and want to achieve the best we can. Haoying Tian (P08015442) The process in our group for doing the assignment could be seen in four stages. Firstly we organised a group meeting which was aimed at understanding the objectives of the assignment and collect the information, because for the assignment everyone had their own opinions and understandings, so there were some problems with understanding what was needed and how to write the reports. The first meetings aim was to agree on and organise the information we got in the first meeting and choose roles for everyone. Secondly, according to the structure that we made in first meeting, we did our individual tasks. It normally takes one week or ten days to finish it, and then we organise another meeting to discuss what we did, and revise it together find the relevant and not so relevant bits. After that, we took our work back and rewrite it. Thirdly, after two group meetings we all clearly knew what to do and how to write it properly, after we finish our parts we sent it t o Deniz Cakin to check for mistakes, then she sent the final report to everyone to have double check. Finally, we printed the hard copy of our assignment and asked a tutor to have a read and then made some changes following the tutors feedback. I am feeling really good on working with those guys in my group. I learnt a lot of things from those people through doing the course work, because I am not bilingual sometimes when I was writing the academic report, I always have some mistakes on grammar or cant explain my idea clearly, my friends in my group helped me a lot on checking my grammar and rewrite some sentences in my report, make it more clear and exactly to explain my opinion. Other then the course work, the members in my group are all beautiful people, they always be very kind and friendly with others, we take care about each other, we also chill together after the class or when we finished our course. Yihuan Ma (P08015456) This is the best group I have seen in my student life. Everyone in this group is friendly and knowledgeable, and they taught me lots of knowledge about my study and work, it is very useful for my future life. Everyone in my group had tried their best to finish this group report, and spent a lot of time on it. In order to finish the report, we had found lots of books and researched the information about it. Through finishing the report, we had learnt and understood lots of knowledge about HRM. So I am very pleased with them.

Webers Theory on Social Stratification Essay - 1016 Words

Webers Theory on Social Stratification Webers theory of a society is based in three main factors: class, status, and power. Material is an economic order formed by unequal distribution of material things. Classes are formed according to skill to produce and ability to buy in the market. Any person can belong to any class regardless of color, race, or religion. In short it can be said that people with the most are at the top of the economic order and people with the least are at the bottom. Status groups are formed according to ones unequal access to prestige, honor, and power. This can change from society to society and is not based on ones personal wealth. Status is usually inherited and can not be gained†¦show more content†¦Blacks and woman wee controlled in four ways -- physically, economically, psychologically and internal pressure. Blacks and woman were threatened with physical violence and sometimes even death if they didnt live up to their expectations. Even though woman were not persecuted physically as much as blacks were, male dominance and physical strength played an important role in controlling woman. Traditionally the male being known as the protector is based upon female inequality because that that the male must take physical control when the females cannot protect themselves. The same thing happened in the work place, woman were very limited based on their inability to do heavy labor. Blacks and woman were also oppressed economically. If a black employee did not act as expected they were fired. Since money is power many people feel that until woman have the opportunity to earn a decent living they will not have power. This is because as long as they have to go to man for money men will hold the power. Black and woman were also oppressed psychologically. Blacks sensed others expectations of them and them became what were expected from them. Authority played a major role in shaping the way they thought of themselves. Most men thought that their wives werent mature enough to handle money. Even the woman that did work worked womans jobs, such as waitresses and secretaries. They conformed to the image others had of them. Woman with mens jobsShow MoreRelatedMax Weber s Theory Of Social Stratification1836 Words   |  8 Pagestwo theories, the functionalist perspective of social stratification and Max Weber’s perspective of rationalisation and life chances. The functionalist theory, in particular the discussions of different rewards system in our society and moral evaluations are applied in this paper, to explain people’s drives to work. Weber’s theory of social stratification, that of rationalisation and life chances is examined. 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Social stratification is defined as the â€Å"hierarchical or vertical division of society according to rank, caste, or class† (Dictionary.com 2014). Social stratification can be operationally defined â€Å"as the systematically unequal distribution of power, wealth, and status (Bowles 2013; Kerbo 2000). Stratification sets up that all known societies past and present â€Å"distribute its scarce and demanded goods and servicesRead MoreCompare and Contrast Marxist and Weberian Theories of Stratification1525 Words   |  7 PagesQ: Compare and Contrast Marxist and Weberian Theories of Stratification. The purpose of this essay is to compare, contrast and critically evaluate Marxist and Weberian theories of stratification. To do this effectively this essay must explain and consider the main features, claims and perspectives of both Karl Marx and Max Weber. O’Donnell (1992) defines social stratification as â€Å"the division of a society or group into hierarchically ordered layers. 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Therefore, the major difference is that stratification shows diversity while social classes defines an inequality. In Marxist theories, society is divided between two classes, and social stratification is the conflict betweenRead MoreIncome Inequality : The Perspectives Of Marx And Weber Essay1505 Words   |  7 Pagesand Weber In the United States, income inequality is drawing more and more attention from the media, sociologists, politicians, and everyday citizens like us since the economic difference during the past decades became more pronounced than before. Karl Marx and Max Weber both discussed their ideas of social inequality and addressed the relationship between inequality and social structure as an important theme in their work. This paper compares and contrasts the approaches of Marx and Weber to theRead MoreDurkheims Theories to Gender and Work1072 Words   |  4 PagesDurkheim Evaluation When applying Durkheim’s theories to gender and work, there were a few strengths and weaknesses. Ritual and collective consciousness were two theories that enabled me to create a strong explanation for gender and work. As I read about the two theories, I imagined them playing off one another. When the women had to fight for their rights, the two theories naturally occurred for them, which made it easy for me to apply. The women used rituals to organize preparation of genderRead MoreKarl Marx And Max Weber1187 Words   |  5 Pages1. Class Karl Marx and Max Weber both identify economic position as being a key factor in social stratification. Marx uses the Materialist Conception of History as his basic premise to show that there exist two classes which are in opposition to one another, and that they are in constant social conflict with one another due to the structure of capitalism itself. Weber, on the other hand, describes class as being an objective measure of wealth, with conflict not between classes but within them. AlthoughRead MoreConflict Theory926 Words   |  4 PagesConflict theories are perspectives in social science that emphasize the social, political or material inequality of a social group, that critique the broad socio-political system, or that otherwise detract from structural functionalism and ideological conservativism. Conflict theories draw attention to power differentials, such as class conflict, and generally contrast historically dominant ideologies. It is therefore a macro level analysis of so ciety. Karl Marx is the father of the social conflict

How Does Steinbeck Show the Importance of Friendship in...

Of Mice and Men is a book about two men and their struggle to achieve their dream of owning a small ranch through their companionship. The two men are completely different, one being a retarded fellow (Lennie), and the other, a typical ranch hand(George) who travels with him. On the path to achieving their dream, they run into obstacles, but stick together, stressing the importance of true friendship. Steinbeck wrote this book to tell us how important it is to have a friend to share your life with. The book starts off set in Soledad, which, when translated into English means lonely. But when Lennie and George are together, they are anything but lonely. They share a friendship so great that if either person dies, or both are†¦show more content†¦We see the interview with the boss, George becomes protective toward Lennie, â€Å"I never seen one guy take so much trouble for another guy.†(P43) and when Curley’s wife enters into the attention George is seriously apprehensive about Lennie, â€Å"Listen to me†¦ you leave her be.†(P54). Later on, when George finds Lennie in Crook’s, the stable buck’s, room, he looks disapprovingly at Lennie, â€Å"George stood framed in the door, and he looked disapprovingly.†(P115), this is very parent like. Steinbeck reinforces the contrast between them and everybody else. Slims says â€Å"Ain’t many guys travel around together†(P57) Lennie is unquestioning in his loyalty to George . We see this in George’s anecdote about the Sacramento River. â€Å"‘Jump in.’ An’ he jumps†(P66) Lennie has a childlike obedience. Steinbeck shows us this in the fight between Lennie and Curley. Earlier on, George tells Lennie to not fight with Curley, Lennie remembers this and due to his childlike obedience, his â€Å"hands remained at his sides; he was too frightened to defend himself.†(P91). Once George tells Lennie to â€Å"Get him†(P91), Lennie immediately crushes Curley’s hand completely. Most mature people would know whether they should break the rules or not, because they wouldn’t get as badly hurt, but with Lennie, it is a different story. It is this childlike obedience that Steinbeck uses to show us how George needs to act as a parent towards Lennie. Although he frequently speaks of how much better his life wouldShow MoreRelatedTo What Extent Is Of Mice and Men More Effective Than Rainman in Giving Us Understa ndings of Loneliness and Friendship?1553 Words   |  7 PagesSteinbecks novel Of Mice and Men cannot accurately be compared in effectiveness of its themes with the movie Rainman. 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Before he’s even properly introduced, we hear from Candy that he’s a â€Å"hell of a nice fella†; this shows that Slim’s Character is very

Writing and the Holocaust Essay Example For Students

Writing and the Holocaust Essay After the Jews were unloaded and began to move toward the gate, Hudgins introduced a reoccurring shadow that eventually produced smoke black as just plowed earth. The word choice of Hudgins at this point is extremely critical because throughout all types of Holocaust literature, the genocide is often referred to as the shadow of the Holocaust to illustrate how the traumatic events affected both those directly and indirectly involved in a way that cast a shadow over their lives (Moses, 37). The word shadow also serves as the physical shadow that was cast over the concentration camps that the black smoke created. One of the more popular ways of the Germans extinguishing the Jews was through what Wiesel described as the crematory (35), where they burned the Jews alive. In the procession toward the flames, Wiesel is blunt in how he describes how he was gradually drawing closer to the ditch and all the while counting his steps and bidding farewell to father, to the whole universe (Wiesel 31). He saw his life slowly being taken away from him and everyone around him was crying and praying to their Lord to spare them of the tumultuous death. Comparatively, Hudgins illustrates the procession to the fire as Inside the gate is a small garden and someone is on his knees to see which ones have set and will soon wither, clinging to a green tomato as it swells. Each Jew was desperately hoping to cling to this green tomato of life long enough to be saved. The picture of the garden that Hudgins uses is important for the poem because poets who were neither victims nor survivors of the Holocaust should be compelled to resurrect and purify a language decimated by atrocity it was what Lawrence Langer called a gardener in the greenhouse of our verbal and spiritual resources to express and transcend the would of atrocity (Friedman, 549). Therefore, it was vital that Hudgins utilized the example of the garden to portray an image that could be potentially interpreted as the devastation of the Holocaust, but was still not too descriptive for the reader thus, adhering to the rules of Holocaust poetry. After the victims of the Holocaust were seen in the poem as being in a garden, they then started cooling their hands in the damp earth to relieve the pain of the circumstance. At this point, Hudgins abruptly transitions from being within the scene and talking about the victims to being completely detached onlookers that Even from our height cant tell which are guards, which prisoners. The reader can only see the horrors from the perspective of a photograph and are merely watchers. The transition from being within the scene to being only viewers shows the reader that Hudgins is admitting that this poem is a portrayal of the Holocaust through the eyes of a non-survivor and someone who was removed from the circumstance altogether. Critics reason that there are many reasons why non-affiliated poets like Hudgins felt it necessary to write about the Holocaust. One was to give testimony to the lives and cultures that were being annihilated, to bear witness as a means of assuring some kind of immortality for those who had not even a grave or marker to show they had once lived (Friedman 548). Hudgins does this in the last line of his poem when he remarks that if we had bombs wed drop them on the concentration camp. This idea can be interpreted by Wiesels line in Night that Every bomb that exploded filled us with joy and gave us new confidence in life (Wiesel 57). .u8e4dad7cd927eea7b2919e1f4681aee5 , .u8e4dad7cd927eea7b2919e1f4681aee5 .postImageUrl , .u8e4dad7cd927eea7b2919e1f4681aee5 .centered-text-area { min-height: 80px; position: relative; } .u8e4dad7cd927eea7b2919e1f4681aee5 , .u8e4dad7cd927eea7b2919e1f4681aee5:hover , .u8e4dad7cd927eea7b2919e1f4681aee5:visited , .u8e4dad7cd927eea7b2919e1f4681aee5:active { border:0!important; } .u8e4dad7cd927eea7b2919e1f4681aee5 .clearfix:after { content: ""; display: table; clear: both; } .u8e4dad7cd927eea7b2919e1f4681aee5 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u8e4dad7cd927eea7b2919e1f4681aee5:active , .u8e4dad7cd927eea7b2919e1f4681aee5:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u8e4dad7cd927eea7b2919e1f4681aee5 .centered-text-area { width: 100%; position: relative ; } .u8e4dad7cd927eea7b2919e1f4681aee5 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u8e4dad7cd927eea7b2919e1f4681aee5 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u8e4dad7cd927eea7b2919e1f4681aee5 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u8e4dad7cd927eea7b2919e1f4681aee5:hover .ctaButton { background-color: #34495E!important; } .u8e4dad7cd927eea7b2919e1f4681aee5 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u8e4dad7cd927eea7b2919e1f4681aee5 .u8e4dad7cd927eea7b2919e1f4681aee5-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u8e4dad7cd927eea7b2919e1f4681aee5:after { content: ""; display: block; clear: both; } READ: 'The Red Room' written by H.G.Wells and 'The Whole Town's Sleeping' by Ray Bradbury EssayIt can be said that Hudgins knew that he could not do anything to change what happened in the past, but felt such remorse for societys lack of help at the time. Through his poem he was not only, in a sense, apologizing for that lack of attention and help given to Holocaust victims, but also was saying that if it were happening today, he and society would do what they could to alleviate some of the suffering the victims endured he wants to have given the Holocaust victims the joy and confidence in life of which Wiesel talked. We agonize over events we can no longer influence, deaths we can no longer stop, and something in us cries for a chance to give life to the dead (Lang 20). The way in which Hudgins does this serves as an advantage to his credibility as a poet who was writing from a removed viewpoint because he added the unique twist of bringing in the reader and him as watchers who can only ruminate about the agony endured by the victims. As a poet, Hudgins took a large risk in writing Holocaust poetry because in order to do so he had to subtract something from the crude reality for the sake of heightened effect (Lang 23). Instead of writing bluntly as Elie Wiesel did from a survivor viewpoint, he had to use imagery to illustrate the concentration camp with the use of shadows, gardens, and tomatoes. Therefore, it can be difficult to read this poetry and even more difficult to judge it by ordinary literary criteria (Friedman 550). However, when this poem is read for concise understanding, the reader can truly begin to see the intent and success of Hudgins portrayal. He may have taken a risk in writing it, but ultimately created a moving poem that clearly adheres to the unwritten rules of Holocaust poetry while at the same time contains a unique use of poetic license. Air View of an Industrial Scene takes Holocaust literature like Elie Wiesels Night and turns it into an account of the events beyond the imaginations power to conceive, horrors unprecedented in history, horrors beyond the power of language to articulate (Freidman 547). Works Cited Friedman, Saul. Holocaust Literature: A Handbook of Critical, Historical, and Literary Writings. Connecticut: Greenwood Press, 1993. Lang, Berel. Writing and the Holocaust. New York: Holmes Meier, 1988. Moses, Rafael. Persistent Shadows of the Holocaust: The Meaning to Those Not Directly Affected. Connecticut: International Universities Press, Inc., 1993. Parmet, Harriet. The Terror of Our Days: Four American Poets Respond to the Holocaust. London: Rosemont Publishing Printing Corp., 2001.