Modern chinese history Research Paper Example | Topics and Well Written Essays - 2500 words

Current chinese history - Research Paper Example Endeavors by savages like the Manchu who prior reached China didn't have any impact on their lifestyle and rather got absorbed into the Han Chinese culture. The silk business for instance, has been a piece of China’s legacy throughout the previous 5000 years and the secret of its initiative had been obscure for a considerable length of time. The as of late opened taboo city that had for a long time been the sovereigns habitations and not available by any individuals from people in general for as far back as 500 years is a case of how firmly watched the Chinese human advancement was and has been. The separation from the outside world has been conceivable throughout the hundreds of years has encouraged the improvement of Chinese culture however represented a test to this crowded country in the mid nineteenth century as countries that had made colossal innovative progression stood up to China. Because of this encounter, China confronted immense difficulties a middle remote surge and this prompted an upset that began in mid twentieth century that finished to the foundation of a socialist government in 1949.These arrangement of occasions formed the political part of china and has made it increase a lot of impact in the advanced world. The early administration of China was predominantly enveloped on the part of Dynasties that administered the state for a long time since the mid 1600-1046BC. The proof of the presence of the principal tradition was demonstrated by archeological proof which built up that the Shang Dynasty of 1600-1046BC, was the primary Chinese Dynasty, the data shows this early Chinese society primarily studied utilization of bronzes objects, huge ceremonial vessels and chariots. The data gives an unmistakable sign that the Shang society was complex and efficient with set up cultural structures. The Zhou, who had been their western neighbors since 1046 to 256BC, later vanquished this early administration. The Qin line was set up and it had a lot of impact on the then society of china, the rule was recognized as the name China is gotten from Qin. The tradition was established by Shihuangdi who managed as the ruler and was viewed as a coldblooded despot despite the fact that he helped shape present day China by raising changes in the organization of his rule. The significant accomplishments of his highness Shihuandgi incorporated the accompanying: a. He built up limits, which turned into the conventional region of China. b. He created systems of expressways and brought together various existing fortresses in the Great Wall of China. c. He additionally figured out how to set up a legitimate and fundamental regulatory framework that every single succeeding tradition followed throughout the following 2,000 years. The Han turned into the following Chinese tradition after the passing of Shihuandgi, this administration set up a lot of impact in the then China and it even drove Chinese being viewed as Han to signify a Chinese. This rule was military proficient and battled under the authority of Han Wudi against its northern migrant neighbor, the Xiongnu as they assumed responsibility for the eastern bit of the Silk Road, an exchanging course which was permitted them to sell merchandise as distant as Rome. Han had the option to create and set up China’s common help framework. This line of Han self-destructed during the primary portion of the twentieth century after which the old arrangement of China step by step broke down and tempestuous arrangements were made to set out another general public. This old customary administration was sabotaged by numerous outside political ways of thinking; these pundits offered ascend to a requirement for patriotism, which turned into an exceptionally solid

Selection Strategies Capital Land Company â€Myassignmenthelp.Com

Question: Talk About The Selection Strategies Capital Land Company? Answer: Presentation The report discusses the activity examination, work structure and employment particular, enrollment and determination systems in capital land organization. The capital land has been chosen for the report. It likewise clarifies the enrollment and determination procedures of the organization. It is the land organization which was shaped in November 2000 because of a merger and obtaining of Pidemco land and DBS land. It is probably the greatest asia land organizations in Singapore. Its headquarter is situated in Singapore. The organization bargains in land items and administrations. The organization is working its business tasks in the Chinese market. The specialty units of the organization are capital land China, the Ascot restricted, capital land Singapore and capital land shopping center Asia (Fine, 2012). The organization is growing its business step by step in land industry. Employment examination of Colliers International Occupation examination is the way toward social occasion and contemplating the data identifying with the duties and tasks of a particular work. It is the procedure of efficient and intelligent of the business exercises inside a vocation. Further, work examination is the procedure to decide Job investigation incorporates the activity plan and employment detail. HR chief is liable for the set of working responsibilities and occupation detail. The expected set of responsibilities is the report which incorporates the capacities, undertakings, and obligations of a position. Then again, work particular is an explanation which incorporates the fundamental segments of business, essential obligations, capabilities and duties of the applicant. The organization gives the different openings for work to the representatives. Here, activity division has been chosen for work examination in Capital Land Company. The organization needs to delegate activity supervisor to define the principles, arrangem ents, and plan for the development and accomplishment of the organization (Bratton Gold, 2012). Activity Department: Operation office is the essential division of the organization. The division is liable for the different business activity and exercises of the organization. This division offers help to the general association for making procedure and arrangements in the association. Hence, the organization scans an activity supervisor for accomplishing the work and occupation in the affiliation. As a HR administrator, it is the obligation of HR director to delegate a decent individual as an activity chief with astounding possibilities and abilities. HR director talks about the jobs and duties of that contender to play out the assignment and employment successfully. The organization has an opening for the activity director in the association. Along these lines, the HR director breaks down and scans a potential contender for the activity. The HR individual additionally assesses and checks the foundation and capability of the competitor. The activity chief assumes a critical job i n Real Estate Company. He will be responsible for the general execution and activity of the renting, deals, and property the board offices. He details the approaches and plans as indicated by the necessities of the organization. The activity chief guarantees the gainfulness and effectiveness of the association. He deals with the deals and acquisition of properties for a private financial specialist and business. He makes all the land contracts and liable for them. The activity chief deals with the spending plan and costs of the organization. Capabilities and duties HR chief assesses the capability of an activity supervisor. As indicated by the organization rules and standards, the perfect individual ought to have involvement with a similar industry like comparable deals condition and Real Estate Company. The candidate ought to have a degree in land, business organization, money, bookkeeping or another related field. In the event that the up-and-comer originates from a similar industry, at that point he can undoubtedly comprehend the earth of the land organization. He ought to have an essential information on PCs like MS office, exceed expectations, access and PowerPoint. Relational and solid composed aptitudes are required for selecting another competitor in the capital land as an activity director. The applicant ought to be extraordinary moderators with great relational abilities and information. The candidate ought to be innovative to take care of the issues and questions. The activity chief dispenses the obligations to different representati ves. They keep up the coordination and participation in the association. The activity administrator is obligatory for each enormous business affiliation. He is answerable for most extreme use of assets. The candidate keeps up the coordination and collaboration among the different office in the association. He is responsible for the normal business exercises of the organization. The administer and assess the administration and organization of the association. The ranking directors play out the different capacities in the organization. Therefore, the ranking director ought to be represented considerable authority in the land business. Ranking directors isolate the remaining burden as indicated by the situation of the representatives. The land activity chiefs ensure that the work is finished by the representatives is to meet the benefits and income of the organization. For the most part, they are centered around the organization objectives and targets. The activity directors are additionally responsible for keeping up an ordinary and orderly record of the stock or stock. These directors likewise assume a critical job in Real Estate Company. They guarantee the different offices of the workers (Li, Sanders Frenkel, 2012). Occupation plan As an individual from human asset the board, the HR chiefs are answerable for Job Design of the organization which depends on the impetus and inspiration, proficiency, wellbeing and security and scholarly limit of the workers. Occupation plan at capital land is finished by the coherent methodology. There is no possibility of submitting any slip-ups and mistakes. Occupation configuration is the center and essential capacity of human asset the executives and it incorporates the different sorts of substance, strategies and relationship of work so as to guarantee the mechanical and hierarchical necessities just as the social and individual prerequisites of the business. After the different scientists, barely any things have watched and checked by the HR proficient for naming a competitor as an activity administrator in the activity division, they have been talked about beneath (Edmans, 2012). Effectiveness: The HR supervisors name those individuals who can accomplish their work with productively and successfully in light of the fact that activity administrator assumes a noteworthy job in each organization. The organization enlists the activity supervisor in the wake of checking the productivity and execution of workers. To start with, the organization allots the little undertakings to the representatives to quantify and assess the proficiency and efficiency of workers. Consequently, the affiliation chooses the potential and proficient representatives for the association. In this manner, if the organization names the activity supervisor and land official in the organization then it assesses and gauges the proficiency and capacities of the applicants. HRD chooses a standout amongst other appropriate up-and-comers among the few new competitors (Chiang Hsieh, 2012). Inspiration: The inspiration likewise assumes a significant job in the arrangement and determination of another applicant in such association. HR director structures the activity in such manner, which will rouse and empower the chose candidate inside the association. HRD conducts different courses and projects to rouse the workers. The HR staff will inspire and empower the representatives by overseeing and regulating their work at the working environment. The HR administrator shows the representatives that how the work and assignment are to be done at the working environment. Presently it is expected that HRD assumes a critical job in work plan and occupation examination in the association (Leiter, Day, Gilin Oore Spence Laschinger, 2012). Mental limit: Capital Land Company never powers their laborers to accomplish work for extended periods of time. The association breaks down and assesses the scholarly constraints of laborers and empowers them to work as indicated by their decisions. The association never pushes the representatives to give their best execution by taking a risk with their wellbeing. The items and things are offered by the abilities of the laborers. The HR the board delegates a proper specialist who is capable and equipped to do the endeavor profitably that can give more results later on. HR proficient behaviors diverse preparing and improvement projects to check and assess the psychological abilities of representatives for taking care of the issues adequately (Jensen, Patel Messersmith, 2013). Wellbeing and Safety: Capital Land Company manages the specialist's security and wellbeing. It is indispensable for them to not surrender the best agents of the firm sensitive. Thusly, they offer helpers to the laborers including prosperity and clinical inclusion. They can't take the risks of the danger of losing the commendable and potential representatives. The helper likes motivator, reward urges them to join the firm and play out the capacity honorably. The spurring powers provided for them doors, later which give incredible results in the association. The chose HR head keeps up a real record of the delegate's security and wellbeing. HRD is answerable for the consideration of such specialists who work for them (Tiwari Saxena, 2012). In this way, the organization designates an examination examiner to play out the undertaking in the association. So it structures the activity in an exceptionally viable manner. It centers around the inspiration, mental limit, proficiency and strength of the workers (Sanders, Shipton Gomes, 2014). Enrollment methodologies and its execution The human asset the board makes powerful enrollment techniques to designate another competitor in the association. Human asset division isn't just capable and responsible for breaking down the activity viewpoints however it likewise acco

The erl-king

WHO rides there so late during that time dim and drear? The dad it is, with his baby so dear; He holdeth the kid firmly clasp'd in his arm, He holdeth him securely, he keepeth him warm. â€Å"My child, wherefore seek'st thou thy face along these lines to cover up? † â€Å"Look, father, the Erl-King is near to our side! Dost see not the Erl-King, with crown and with train? † â€Å"My child, 'tis the fog ascending over the plain. † â€Å"Oh, come, thou dear newborn child! Goodness come thou with me! Full numerous a game I will play there with thee; On my strand, stunning blossoms their blooms unfold,My mother will effortlessness thee with pieces of clothing of gold. † â€Å"My father, my dad, and dost thou not hear The words that the Erl-King currently takes in mine ear? † â€Å"Be quiet, dearest kid, 'tis thy extravagant hoodwinks; ‘Tis the pitiful breeze that moans through the shrinking leaves. † â€Å"Wilt go, at that point, dear baby , shrivel go with me there? My girls will tend thee with genuine consideration My little girls around evening time their happy celebration keep, They'll move thee, and rock thee, and sing thee to rest. † â€Å"My father, my dad, and dost thou not see,How the Erl-King his little girls has brought here for me? † â€Å"My sweetheart, my dear, I see it aright, ‘Tis the matured dark willows beguiling thy sight. † â€Å"l love thee, I'm charm'd by thy excellence, dear kid! Also, on the off chance that thou'rt reluctant, at that point power I'll utilize. † â€Å"My father, my dad, he holds onto me quick, Full painfully the Erl-King has harmed me finally. † The dad presently jogs, with fear half wild, He gets a handle on in his arms the poor shivering youngster; He arrives at his yard with work and with dread,†The kid in his arms discovers he unmoving, dead. The erl-lord By wnguyenp

Romeo and Juliet Essay Example for Free

Romeo and Juliet Essay William Shakespeare, one of the most renowned writers ever, was conceived in Stratford upon Avon in 1564 and passed on in 1616. He was one of eight offspring of John Shakespeare, a neighborhood town authority and glove creator, and Mary Arden. In 1982 Shakespeare wedded Anne Hathaway at just eighteen. They had three youngsters together, Susanna, and twin Judith and Hannet. Unfortunately Hannet sadly kicked the bucket at eleven. Shakespeare was known for performing at the Globe theater with the Chamberlains Men. He composed 37 plays in the course of his life and one of his most celebrated plays was Romeo and Juliet. I am going to think about lines 1-100 of Act One, Scene One from the content of the two film adaptations; Franco Zeffirellis rendition and Baz Luhrmanns variant. The content opens with the introduction, which gives a short framework of the story, it is 14 lines in length, and is accordingly run of the mill of what is known as a work. It is around two families from Verona, both of comparative status; both detest the other because of an old quarrel, the sweethearts, Romeo and Juliet both from every one of the families end their own lives for their adoration. Their demise bodes well. Shakespeare has intentionally uncovered the consummation in the preamble with the goal that the crowd may pass judgment on the characters and the occasions up to the last disaster. Act One Scene One starts in an open spot. It begins like a satire with word-play and jokes from Gregory and Sampson, the two workers of the Capulet house. They brag about what they would do to the Montagues. One play on words utilized is Well not convey coals. This implies well not represent any affront. No, for then we ought to be colliers. This implies on the off potential for success that we do have for any put-down, at that point we will be coal merchants or coal excavators which were presumably viewed as grimy and needy individuals in their day. Sampson utilizes discourteous language, to gloat about what they would do to any Montagues Therefore I will push Montagues men from the divider, push his servants to the divider. Sampson believes that adoration is simply an issue of fierce victory of another body. This piece of the scene is pretentious and happy, until Abraham and a worker, both from the Montague house enter and the scene turns immediately undermining and strain increments. Sampson and Gregory abandon being bombastic to genuine, in a way this is amusing on the grounds that when the they were kidding, they were not scared of saying about what they would do to the Montagues, yet now when they run over the Montagues they become uncertain with respect to whether to torment them or not, on the grounds that Gregory says How, turn thy back and run? Hes uncertain whether to incite the Montagues. Be that as it may, Sampson isn't as apprehensive as Gregory, so he chooses to incite them by gnawing his thumb at Abraham and the hireling. Gnawing thumbs was viewed as an affront in that day. The two houses begin bantering at one another, both talking courteously with a compromising feeling. Gregory says Do you Quarrel sir? Which is do you battle. The Capulets hunger for a battle by exasperating the Montagues, however the Montagues are not up for a battle. Now Benvolio enters and Gregory says Here comes one of my lord family. In any case, he isn't alluding to Benvolio on the grounds that he is a Montague. He is alluding to Tybalt who is drawing nearer. So the Capulets start the battle themselves when Sampson says Draw in the event that you be men, Gregory recall thy washing blow. The word washing blow implies in this specific situation, a slicing blow, which is a blade move. They at that point battle yet there is no portrayal of what occurs. Benvolio who is against battling stops the battle, however then Tybalt who is a Capulet enters and he offers Benvolio to battle . Turn thee Benvolio, view thy demise. Tybalt is a forceful character and when he enters he is ruining for a battle and he doesn't have faith in harmony, this is obvious when Benvolio says I do however keep the harmony. Benvolio attempts to reestablish the harmony since he is a peacemaker. Tybalt doesn't accept that Benvolio is attempting to stop the battle so he undermines Benvolio What, drawn and discuss harmony? I detest the word . have at thee defeatist. At that point Tybalt assaults Benvolio and an enormous fight follows, yet this time the residents and the official endeavor to separate the battle. The state of mind is currently riotous. Old Capulet and Lady Capulet enter. Old Capulet needs to be engaged with the battle Give me my long blade, ho. Woman Capulet answers A prop, a brace! Which means a prop may be better since he is too old to even think about fighting. At that point enters Old Montague and Lady Montague, he likewise needs to battle however Lady Montague endeavors to stop him by controlling him. The two leaders of the families appear to be silly and attempt to go to bat for their family by attempting to be engaged with the battle. At that point Prince Escalus enters with his train, these are his gatekeepers in our specific situation. He is responsible for Verona and he separates the battle between the two families. He is enraged with them both. He gives a long discourse to the two families. He looks at their conduct to mammoths You men, you brutes, that extinguish the fire of your malevolent fury He likewise says that there have been three common fights between the two families in Veronas lanes. He has had enough of it and the inconsequential battling has disturbed the public activity of the city. Their discipline if this happens again would be paid with their lives. A significant number of the characters from the two families appear to act first and think later. For example a few characters hop into a battle without thinking about the results. The battle breaks out immediately between the two families which demonstrates the point that a portion of the characters demonstration first, think later. These initial 100 lines set up the crowd for the scurry and speed which has a major influence in the coming disaster of the passings of Romeo and Juliet and it gets ready for the battles that happen later on in the play. The Franco Zeffirelli film variant of the play is set in the fifteenth century in the town of Verona in Italy which is the perfect setting to the play. The primary scene which I am going to examine is determined to a splendid radiant morning in the town showcase. The ensembles worn are legitimate to the fifteenth century, these incorporate tight stockings known as Hose and close fitted coats known as doublets worn by the men. The two families additionally wear the uniform of their family unit. The Montagues attire is blue and dark and the Capulets uniform are red and orange. The film presents with a preface, much the same as the content. As the Prologue is being spoken, the film shows various perspectives on Verona. While this is being appeared, music valid to the time is cooperated with it. The introduction is right to the content yet the last two lines are removed. After the introduction, the film goes directly to Veronas advertise, the open spot. This market setting is bona fide with its old sandstone structures and its clamoring market. Sampson, Gregory and another Capulet who is excluded from the content, are strolling through the market kidding and being an annoyance to a portion of the residents by kicking them for a joke. This depicts the Capulets as inconvenience producers. The state of mind is proud and happy, which is devoted to the content. The film does exclude the discussion about Colliers and Montague house cleaners spoken between the Capulets. Be that as it may, it begins on line 25 when Gregory says The squabble is between our lords and us their men. Sampson answers to this Tis every one of the one. This is right to the content, however it misses all the lines a short time later where Gregory says Here comes the place of the Montague. The Montagues comprise of three individuals here, Abraham and two different Montagues not named. They are indicated purchasing things from a market slow down, you see them saying thanks to the slow down guardian and being well mannered to the residents, Zeffirelli depicts the Montagues as pleasant individuals despite the fact that there is no proof of this in the content. The talks between the two families are begun simply like the content. Sampson nibbles his thumb at the Montagues. This is otherwise called an affront in the film. The chats between them are right to the content. After Abraham says You Lie. The Montagues leave the Capulets in light of the fact that they dont need to begin any difficulty. This is proof to propose that the Montagues are decent individuals. Sampson fights back to this since he wants for a battle. He purposely entangles the more seasoned individual from the three Montagues. This is excluded from the content. Sampsons reprisal drives Abraham mad and he pronounces the battle by saying Draw in the event that you be men. This is really said by Sampson in the content. At that point Sampson finishes the sentence from the content Gregory, recollect thy washing blow. The fight begins with the two sides charging at one another. The scene is currently in the boulevards of Verona close to the market. The residents help the Montagues separate the fight by seizing the Capulets. At that point Benvolio enters, he stops the battle and says his lines from the content, however notwithstanding this he says The sovereign explicitly precludes battling on Veronas avenues. This isn't in the content. At that point Tybalt with significantly more of Capulets men enter, he giggles in an undermining way and the state of mind out of nowhere gets compromising, he and Benvolio state their lines, which are right to the content. Benvolio is fainthearted towards Tybalts will to battle, and the fight starts once more. The disposition is turbulent and hot on the grounds that it is determined to a brilliant and hot road. During the battle, Tybalt harms Benvolio and he says hello there thee home? Section. This implies youre a defeatist and you ought to return home, Tybalt says it in a proud way. The film shows the battle with heaps of turmoil, hues, close ups, bunches of activity, aeronautical shots of battling, town individuals attempting to stop the battle, things flying through the air, unequivocal bits like individuals being executed, there is no proof of this in the play, it is difficult to see what people's identity is, for example, who is Montague and who is Capulet. At a certain point during the battle, Zeffirelli shows us the two families. He shows Old Capulet gathering his men and charging out into the clamorous battle. There is no discussion between Old Capulet and Lady Capulet, regardless of

Organisation Using Action Research Model for Malaysia Airlines

Question: Examine about theOrganisation Using Action Research Model for Malaysia Airlines. Answer: Presentation It is important to determine a distinguished issue in an association. This is significant in light of the fact that the issue may likewise be a basic one. Having issue in an association is far superior to leaving that unidentified. Such issues may conceivably harm the activity and the notoriety for being admirably (Saaty Vargas, 2012). In this task, the case of Malaysia Airlines is made to comprehend the idea of move examine model in fixing an issue. The picked interface is on a plane accident that occurred in the year 2014 (Diehl, 2017). The fundamental reason for this task is to investigate the issue, for example, plane accident in Malaysia Airlines and the important activity from the organization in the administration of activity examine model. Recognized issue After another occurrence of plane accident, for example, of a flight MH17 has shaken the issue examination office. In prior mishap instances of barely any other various trips of Malaysia Airlines previously, the need to have a globalized association that examines autonomously the mishap cases. Human blunders were recognized as a fundamental reason behind the accident. Team Resource Management (CRM), which is globally distinguished, had accepted to give a huge alleviation from such cases. In any case, it by one way or another didn't occur for this situation. It was to be sure not minded by some aircraft organizations. Another issue was recognized was the nearness of an examination body, which would work comprehensively and autonomously to explore such mishaps to discover the specific causes. In addition, such program will help in distinguishing the issue, which is important to get any arrangement from the administration of the individual organization (Diehl, 2017). Changes made in the impact of activity examine model The episode and comparative like such more mishaps in the past has brought up a few issues on the administering body of the Malaysia Airlines (Ancel Shih, 2012). To moderate the issue, the administration has understood the significance of guaranteeing the pilots under the affirmation course Crew Resource Management (CRM) (Hnsel et al., 2012). It was before not understood. By the by, the instructional class is structured so that it teaches the pilots on the diverse human blunders that may emerge. There has been comparable such mishaps in past in the Malaysia Airlines. The organization has recognized the significance of directing exploration to know the purposes for the reason. This is for such explanation it was felt that there ought to be an examination body that explore the whole issue with most extreme utilization of innovation and freely also (Steven, Dong Dresner, 2012). The recognized need requires an autonomous and profoundly skillful activity, in order to locate the specific r eason behind the rising number of mishaps. This is never conceivable with national based examination body. Be that as it may, there is an issue as with the end goal that it will be confused to choose the suitable assortment of examination as there are both the nation of event and the nation of production. There lies the disarray. This will be confounding that whom to search for distinguishing the reason for mishaps. Moreover, one of such nations may have their weaknesses in innovation, which may stop them from finding exact causes behind the mishaps (Hussain, Al Nasser Hussain, 2015). This is a result of every single such explanation there is a prerequisite to have a United Nations Transportation Safety Board. It will truly be trying to depend on a national body. The assembled associations body will deal with the current associations, for example, Malaysia Airlines. The administration has demonstrated its most extreme tendency towards the earnestness (Lin, 2012). The association has dissected the significance of activity explore model, which is the reason it has offered significance to inquire about chips away at the various mishaps that the Malaysia Airlines had in past (Tripp, 2005). The organization had first looked into the explanations for the mishaps. This has helped the supervisory crew reach to a resolution subsequent to leading a broad research on the likely explanations behind the mishap. Subsequent to getting barely any likely reasons, they have cross checked those with the set up purposes for some other mishap cases in past. A cross check study helped them to reach to a solitary reason, which is the human blunder. Human blunder has been recognized as the real reason behind numerous carrier mishaps. The activity examine model has assisted with investigating on the causes. Besides, the model has provided the ideal outcomes. They have additionally examined the significance to team up with the United Nations Transportation Safety Board. This will really help them in getting helps on any mishap on the off chance that it occurs in the coming future (Puah, Liew Arip, 2012). End and proposal The disaster as such of Malaysia Flight crash should be checked with most extreme innovation and foundation underpins. The plane accident is in every case entirely defenseless to occur. Since the time the beginning of plane, things have not changed. In any case, the examination has demonstrated that the Malaysia Airlines has recognized the plausible explanation for the mishap. The likely explanation was the human blunder. The explanation can well be lessened with the assistance of Crew Resource Management (CRM) preparing given to the pilots. Furthermore, the paper has additionally distinguished that there is a need of a brought together examination overseeing body, which is well furnished with innovation and is working autonomously. This is for such explanation United Nations Transportation Safety Board appeared. This is additionally in light of the fact that the nationalized body probably won't be actually prepared. From this time forward, they will surrender to blemishes in their a ctivity. Additionally, the nation of production and the nation of event probably won't be capable enough to deal with the unpredictability. Notwithstanding, there ought to be a foundation improvement in each nation so as to react to the criticality continuously. Suggestion will be for improving the foundation ability of Malaysia Airlines. This will assist them with controlling the rising instances of mishaps. This is on the grounds that it will give the nation to have its own examination set up. This is enormously required so as to get into the underlying drivers of mishaps and lessen the losses. The office advancement is amazingly required to bit by bit improve in controlling the mishap cases. References Ancel, E., Shih, A. T. (2012). The investigation of the commitment of human components to the in-flight loss of control mishaps. Diehl, A. (2017).Malaysia Airlines catastrophe demonstrates we need worldwide insightful body. [online] PBS NewsHour. Accessible at: https://www.pbs.org/newshour/refreshes/malaysian-aircrafts disaster produce-worldwide wellbeing changes/[Accessed 17 Oct. 2017]. Hnsel, M., Winkelmann, A. M., Hardt, F., Gijselaers, W., Hacker, W., Stiehl, M., ... Mller, M. P. (2012). Effect of test system preparing and team asset the board preparing on conclusive year clinical understudies' presentation in sepsis revival: a randomized trial.Minerva anestesiologica,78(8), 901. Hussain, R., Al Nasser, A., Hussain, Y. K. (2015). Administration quality and consumer loyalty of a UAE-based carrier: An observational investigation.Journal of Air Transport Management,42, 167-175. Lin, W. C. (2012). Monetary execution and client care: An assessment utilizing movement based costing of 38 global airlines.Journal of Air Transport Management,19, 13-15. Puah, C. H., Liew, S. L., Arip, M. A. (2012). Determinants of Capital Flight in Malaysia.Journal of International Finance and Economics,12(3), 5-10. Saaty, T. L., Vargas, L. G. (2012). Instructions to settle on a choice. InModels, techniques, ideas uses of the systematic chain of importance process(pp. 1-21). Springer US. Steven, A. B., Dong, Y., Dresner, M. (2012). Linkages between client support, consumer loyalty and execution in the carrier business: Investigation of non-linearities and directing effects.Transportation Research Part E: Logistics and Transportation Review,48(4), 743-754. Tripp, D. (2005).Action research: a methodological introduction.Education and research,31(3).

Man and Satan - Kindred Spirits in a Chaotic Universe - Literature Essay Samples

Perhaps the most seductive method of interpreting existence is through the bifocal lenses of morality. Whether in a religious or non-religious sense, almost every civilization, institution, and human has had its own demarcation of Good and Evil. Ironically, these various entities have so infinitely many variations of the moral code that it is futile to attempt to find unifying characteristics among them other than the essential ideas that make them moral codes. Fortunately, there are other ways to look at the world. Were it not for these alternative perspectives, it would be impossible to sort through the infinite value judgements and restrictions put on the human race by its various moralities, and the occasional brilliant individual who manages to transcend the moral system would necessarily be a perversion of man. In Paradise Lost, Satan is Miltons medium for depicting this brilliant, fiery independence from the restrictions placed on the human spirit by whatever religious or moral system may attempt define and constrain it. Satan is the aspect of humanity that strays from the path of God and ceases to see the universe in terms of Good and Evil. Similarly, while Satan may be responsible for humanitys fall, it is this very fall that makes us human as we understand the word today. It is in this way that Milton not only explains the ways of God to man, but at the same time makes it clear that these ways of God make us incapable of following the path he has laid out for us. When issues of religion and morality are put aside and the conflict between God and Satan is seen solely as a conflict between two separate entities, Satan is nothing more than a rebel who would relate with Cromwell, Milton, and other revolutionaries of the day in England.Instead of malice, hatred, and evil many of the qualities exemplified by Satan are admired by humanity as some of the highest possible virtues. After his expulsion from heaven, Satan reflects upon his situation and demands of himself unconquerable will, (Book I, 106) courage never to submit or yield, (108) and his own personal glory. (110) It is important to remember that before Satan was the archfiend he was one of the most powerful angels in heaven. He is an exceptional character, with a will and an intellect capable of questioning and even fighting God, the highest power in the universe. While some may see Satans rebellion as a repugnant affront to everything good and holy, those who are not concerned with the good and holy would see Satan as an immense power to be feared with a will and courage worthy of true admiration. Furthermore, Satan is much more than a one-dimensional entity capable solely of pure evil. His introspection makes it clear that life as the lord of Hell involves more than just corrupting humanity and plotting revenge against God. In fact, while God is spared many human emotions such as doubt, loss, and the pain of defeat due to his omniscience and omnipotence, Sa tan does not have this convenience. While Satan possesses plenty of qualities that would are certainly evil, they are all undeniably human qualities. Because of this Satan embodies not only all the qualities that we, as humans admire and strive towards, but also all of the less pleasant human emotions that make him even more approachable and understandable as a character.Because Satans fall bears such remarkable parallel to the fall of man it is necessary to adopt a perspective that departs from the oppressive morality of God. The fate of the two are intertwined- to condemn Satan is to condemn man, and the harshest judgment would be brought down upon men who exhibit the highest level of independence, passion, and philosophical integrity. Satan is a mirror off of which the essence of man is reflects, and does so brilliantly at times. More importantly, he shows us that mans essence is such that man is free to perpetually transcend his essence and reach for whatever infinite possib ilities lay outside the boundaries laid down by even God himself. It is essential to accept Satans existence in order to accept the state of man. For example, Satans fall occurred at the first moment that he conceived of disobeying Gods will, at which point his daughter, Sin, a goddess armed, (Book 2, line 757) emerged from his head. This birth is identical to that of Athena, the Greek Goddess of wisdom. The significance is that Satan is not inherently evil. Instead evil was something that he created by exercising thought and free will. Furthermore, the fruit from the tree of knowledge is the cause of Adam and Eves expulsion from Paradise. It is this parallel that provides an essential insight into the nature of the condition shared by all men. It is the ability to possess knowledge that provides man with a will that is free to depart from the path of God. Reason also is choice. (Book 3, line 108) Really, mans fall occurred when God gave him free will. Regardless of any s in man may have committed, the moment man was free he no longer was merely another essence in the mind of God, but an individual capable of determining his own limitless essence. Paradise is the original state of painless oblivion in which man cannot make for himself a hell by thinking, and Satan is whatever force initially removes man from oblivion.Perhaps if man had the same omniscience as God he would understand the ways of the lord and keep from his renegade path. Nonetheless, there are some contradictions in the essential nature of an all-knowing, all-powerful, yet at the same time judgement-casting being. If God is free, he is making decisions with no precedent and no laws to determine his decision. He would be paralyzed in Nirvana and existence would be, essentially, empty. On the other hand, God, in his total-knowledge of the universe, may be ruling over the fate of man with what he knows to be the immutable, universal laws of existence. Not only would this put God in the position of a mere errand jockey for some other arbitrary force, but Gods role as creator of the universe would put the universe in a strange, flickering limbo state. All of these possibilities may be perfectly feasible when you think about some of the crazy things in this existence, for example gravity and Catholicism. Nonetheless, it is probably more reasonable to believe that the nature of Gods existence is beyond the realm of human comprehension. Thus, by explaining the fashion in which man was expelled from Paradise, Milton makes it clear that mans salvation, soul, essence, and fate is up to him. We have lost the paradise of intimacy with God and the convenience of living within the scope of his omnipotence. We are alone and ignorant in a chaotic universe, where mans free will rules over Gods intended essence. While the desire to seek comfort and guidance towards salvation from God may be strong, the most we can know in terms of understanding the ways of God is that we have been cast from Paradise and in the end, we will have to choose if salvation is even what we want. And maybe salvation is what we need after all. Without Gods guidance or promise, maybe the real answer is to accept this reality, now, with the knowledge that it is impossible to condemn something as brilliant as the human spirit, and it is better to be free in any Hell than a slave in Heaven.

Conditional Liberation Immigration Past and Present in The New Colossus and The German Girl - Literature Essay Samples

The liberation of immigrants from the chains of their home countries, and the welcoming integration of these individuals into American life is the main message expressed by Emma Lazarus in her poem â€Å"The New Colossus†. This theme of liberation of an afflicted and vulnerable group of individuals relates to the events in the novel The German Girl by Armando Lucas Correa in the sense that the protagonist, Hannah, and her family were the victims of the racially-charged displacement implemented by the Nazi Party in World War II. The immigration of Hannah and her family into a welcoming country un-afflicted by the chains of oppression was necessary to their livelihood. In contrast to the idea of America existing as the â€Å"Mother of Exiles†(6) as described in â€Å"The New Colossus†, America has existed primarily as a contradiction to this title both historically and in the present, with the implementation of certain regulations that have, in turn, limited the ri ghts of various groups of individuals. The Nazi regime brought with it radical change and the chilling marginalization of the Jewish community within the regions affected by the regime’s influence. Many Jewish members of German society emigrated out of the country within the first few years of the rise of Nazi Party, and thousands of other Jewish individuals were confined to concentration camps as the dictatorship progressed. For many of the Jewish, immigration to another country was a matter of life or death. In â€Å"The New Colossus† the lines â€Å"Send these, the homeless, tempest-tost to me, I lift my lamp beside the golden door!† (13) serve as an accurate representation of the redemption that the displaced Jewish community craved and required for survival in light of the atrocities inflicted on the community by the Nazi Party. In the novel The German Girl, Hannah describes the transition she experiences from the life she knew, and beginning of her immigration process as â€Å"We were a wretched mass of fleeing people who had been kicked out of our homes. In just a few seconds, we had become immigrants. . .† Although the novel is a work of fiction, the displacement of these individuals could be both swift and unpredictable. In the novel, Hannah and her family were a part of the luckier group of Jewish individuals able to obtain the means needed to flee Germany. Although some members of the Jewish community were able to secure passage on a boat, this did not guarantee their safe arrival. An example of this is the ill-fated voyage of the transatlantic liner the St. Louis, in which the majority of the passengers were denied entry to Cuba. The American Government was well-informed in regard to the crisis, yet did not allow passengers aboard the St. Louis entry to the United States. A large portion of the passengers required to return to Germany perished in concentration camps. In â€Å"The New Colossus† Lazarus uses the line â€Å". . .The wretched refuse of your teeming shore.† (12) This line is referencing the countries in which the individuals immigrating to America are traveling from. The idea of this refusal and intolerance of displaced people can be compared to the discrimination seen in the crisis that affected the Jewish community in World War II, and how these individuals were expelled from their own soil. However, it can also be said that the idea of a shore that refuses to accept individuals on the basis of ethnicity, nationality, and other factors is a representation of the true nature of America with the rejection of certain groups of desperate individuals seen during World War II, and in present-day America with restrictions placed on certain travelers and the displacement of those in need of the refuge described in â€Å"The New Colossus†. The idea of the liberation of marginalized individuals is the main theme present in Lazarus’s â€Å"The New Colossus†. The idea of liberation relates to the events that took place in The German Girl in the sense that Hannah and her family represented a small number of the homeless immigrants seeking refuge on a welcoming shore during the Nazi regime. However, America contradicts the depiction of the United States as a safe haven for exiles described in â€Å"The New Colossus† both historically and in the present with the rejection of certain groups of individuals remaining a prevalent issue. Works Cited Correa, Armando Lucas, and Nick Caistor. The German Girl. Atria Books, 2016. Lazarus, Emily. â€Å"The New Colossus†. Mays, Kelly J. The Norton Introduction to Literature. New York: W.W. Norton Company, 2017. 1354. Book.

Women Injecting Drug Users ( Widus ) - 1977 Words

Women injecting drug users (WIDUs) in Tanzania face significant risks to drug related harms that require specific gender appropriate responses. The human immunodeficiency virus (HIV) disproportionately infects WIDUs at a rate 55-68% higher compared to their male counterparts (Ratliff et al., 2013). In Tanzania, drug related harm reduction currently exists by means of needle and syringe programs (NSPs) and opioid substitution therapy (OST) (UNAIDS, 2016). Despite the presence of these harm reduction approaches; research indicates that only 8-10% of the people who utilize the services are women (Lambdin et al., 2013; Zamudio-Haas, Mahenge, Saleem, Mbwambo, Lambdin, 2016). Reluctances of utilizing harm reduction services are largely tied to several specific factors concerning the unaddressed needs of women. In a number of studies, intense stigma and discrimination were noted as strong deterrents for WIDUs seeking any kind of harm reduction or addiction treatment (Alam-mehrjerdi et al., 2016, Lambdin, et al., 2013; Torchalla, Linden, Strehlau, Neilson, Krausz, 2014, Zamudio-Haas et al., 2016). In Tanzania, WIDUs reported intense stigma especially in medical settings when seeking reproductive treatment (Zamudio-Haas et al., 2016). Gender-inequalities and the exposure to violence and abuse in WIDUs have further impeded access to harm reduction services (Alam-mehrjerdi et al., 2016, Torchalla et al., 2014, Zamudio-Haas et al., 2016). In the region of sub-Sahara Africa,

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

Sample details Pages: 27 Words: 8226 Downloads: 3 Date added: 2017/06/26 Category Statistics Essay Did you like this 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. Don’t waste time! Our writers will create an original "Analysis of personnel management and human resource management perspectives" essay for you Create order 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. Cambrian Printers Ltd, pp.397-496 Azashemi, M., (2008) Operational context: Human resource management, Prentice Hall Bach, S. and Sisson, K. (2000) Personnel management: a comprehensive guide to theory and practice, 3rd ed, Oxford: Blackwell Bach. S, Sisson. K (2002), Personnel Management (3rd Ed). Blackwell Publishing. Oxford (UK), p.323 Bach. S. (2005), Personnel Management (4th Ed). Blackwell Publishing. Oxford (UK). Beardwell, J and Claydon, T. (2007), Human Resource Management: A Contemporary. Approach, 5th ed., London: FT Prentice Hall Beardwell, I., Holden, L. and Claydon, T. (2004) Human Resource Management: A Contemporary Approach, 4th ed., Harlow, Financial Times Prentice Hall Beer and Spector (1985) Corporate wide transformations in human resource management In Walton R. E. and Lawrence P. R. (eds) HRM: Trends and Challenges. Boston, Mass.: Harvard Business School Press. Beer et al. (1984) Managing Human Assets. New York: Free Press Boxall, P. and Purcell, J. (2000) Strategic Human Resource Management: Where Have We Come From and Where Should We Be Going, International Journal of Management Reviews, 2 (2), pp. 183-203 Boxall, P. and Purcell, J. (2003) Strategy and human resource management. Basingstoke: Palgrave Macmillan Boxall, P. (1996), The strategic HRM debate and the resource based view of the firm, Human Resource Management Journal, Vol.6, Issue 3, pp.59-75 Boxall, P., (2003) Strategy and Human Resource Management (SHRM), Prentice hall publication pp.59-62 Brandler, S, and Roman, C (1999) GROUP WORK: Skills and Strategies for Effective Interventions, New York ; London : Haworth Press Bratton, J. and Gold, J. (2000) Human Resource Management Theory and Practice. 2nd ed. McMillan. Bratton, J, Gold, J. (2001) Human Resource Management: Theory and Practice, 2nd Ed., New Jersey: Lawrence Erlbaum Associates Capon, C. (2003) Understanding Organisational Context: Inside and Outside Organisations, 2nd ed., Harlow: FT Prentice Hall Cole, G. (2002) Personnel and Human Resource Management, 5th Ed. Thomson Learning Cully, M et al (1998), The 1998 Workplace Employees Survey. First findings. London: DTI Cumming, M. (1993) The Theory and Practice of Personnel Management, 7th Ed.Butterworth-Heinemann Ltd, pp.4-5 Delery J. and Doty D. (1996) Models of theorizing in strategic human resource management: test of universalistic, contingency and configurational performance predictions, Academy of Management Journal, Volume 39, Issue 4, pp. 802-835 Fombrun et al. (1984) Strategic Human Resource Management. New York: John Wiley Gerhart, B. et al (1996) Academy Of Management Journal, volume 39 issue 4, pp. 779-801 Gill, C. (1999). Use of Hard and Soft Models of HRM to Illustrate the Gap Between Rhetoric And Reality in Workforce Management. School of Management, Rmit University. Australia. Gold, J. et al. (2003) Human Resource Management: Theory and practice 3rd edition, Palgrave Macmillan publication Gratton, L. (2003) Strategic Human Resource Management: Corporate Rhetoric and Human Reality. Oxford University Press Guest, D. (1987), Human resource management and industrial relations, Journal of Management Studies, 24(5), pp.503-521 Guest, D. (1989) Personnel and HRM: can you tell the difference? Personnel management journal, volume 21 pp. 48 Halawi L, Aronson J and McCarthy R (2005) Resource-Based View of Knowledge Management for Competitive Advantage The Electronic Journal of Knowledge Management, 3(2), pp. 75-86 Kang, M. (2009) Mannys Classic Subs Ltd Keenoy, T. (1990) HRM: A Case of the Wolf in Sheeps Clothing? Personnel Review, 19(2) Kochan, T. and Barocci, T. (1985) Human Resource Management and Industrial Relations, Boston, MA: Little Brown Legge, K. (1995). Human resource management: Rhetorics and realities. London: Macmillan Business Loosemore, M., Dainty, A.R.J., Lingard, H. (2003), Managing People in Construction Projects: Strategic and Operational Approaches, London : Taylor Francis Mabey, C., Salaman, G., Storey, J (1998) Human Resource Management: A Strategic Introduction, 2nd Edition, Malden: Blackwell Publishers, p. 65 Mabey,C, Salaman, G., Storey, J. (1999) Human Resource Management: A Strategic Introduction. 2nd ed. Blackwell Publishers Ltd. Marchington, M. and Wilkinson, A. (2002) People, Management and Development, 2nd ed., London: CIPD Maslow, A. cited in Strage, H. (1992) A Theory of Human Motivation: Milestones in Management, Blackwells, pp.187-284 Miles, R. and Snow, C (1978) Organisational Strategy, Structure and Process, New York: McGrow-Hill Miles, R. and Snow, C. (1984) Designing Strategic Human Resource Systems, Organisational Dynamics, 13 (1), 36-52 Paauwe, J. (2004) HRM and performance: unique approaches for achieving long term viability, Oxford: Oxford University Press Pfeffer, J. (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. (1993) Managing Human Resources and Industrial Relations, Buckingham, Open University Press Subway (2009) Mission statement and values, Available at: https://www.subway.co.uk [Accessed 11/11/09] Subway (2009) Subway Operations Manual Subway (2009) Subway Staff Handbook Tyson, S and York, A (1993) Personnel Management, Clay Ltd, St Ives pp.2-14 Tyson, S. (2006) Essentials of Human Resource Management. 5th Ed. Elsevier Ltf. 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.