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. 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(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. 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(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.

Matriarchal Cultures the Native American Essay example

Matriarchal Cultures: The Native American There has long been debate among anthropologists about matriarchal societies. But that is a historical result of last 500 years of European military expansion and extermination of native cultures. There are a few societies whose status as matriarchies is disputed among anthropologists and this is as much a debate about terminology as it is about interpreting how another society defines status and such, their self-understanding as opposed to our imposition of categories on them. Among anthropologists, there are theories that support the plausibility of having prehistoric matriarchies. And if we look more at the complexity of societies, were liable to find that the answer to why a†¦show more content†¦Native Americans established principal relationships either through a clan system, descent from a common ancestor, or through a friendship system, much like tribal societies in other parts of the world. In the Choctaw nation, â€Å"Moieties were subdivided into several nontote mic, exogamous, matrilineal kindred clans, called iksa (Faiman-Silva, 1997, p.8). The Cheyenne tribe also traced their ancestry through the womans lineage, Moore (1996, p. 154). shows this when he says Such marriages, where the groom comes to live in the brides band, are called matrilocal. Leacock (1971, p. 21) reveals that ...prevailing opinion is that hunting societies would be patrilocal.... Matrilineality, it is assumed, followed the emergence of agriculture.... Leacock (p. 21) then stated that she had found the Montagnais-Naskapi, a hunting society, had been matrilocal until Europeans stepped in. The Tanoan Pueblos kinship system is bilateral. The household either is of the nuclear type or is extended to include relatives of one or both parents.... (Dozier, 1971, p. 237). The roles and statuses for men and women varied considerably among Native Americans, depending on each tribes cultural orientations. 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Important Life Skills - 851 Words

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The entry programs offered help to provide learners with an intensive study about related subjects, a factor that helps them prepare for the careers they desire to pursue in life. Working students can also undertake the graduate programs to help improve their skills and expertise as well as help them advance their earning potential. SomeRead MoreTheory Of Trial And Error Method1440 Words   |  6 PagesUnfortunately we lack skills needed even to solve a smallest problems, from the da y we are born we are taught by our parents how to solve problems but even our parents can’t teach us the right skills to solve most problems. True problem solving skills comes from experience of trial and error. All great scientists used methods of trial and error, which usually gave good results solving problems on scientific level. Trial and error method is a classical technic to learn problem solving skills, but it comes

Accounting Theory and Human Behaviors †Free Samples

Question: Discuss about the Accounting Theory and Human Behaviors. Answer: Introduction In this article, there will be showing different aspects regarding human behaviors and how human face the researching methods used in every field on any topic and will be including the biggest mistakes and possible suggestions to finding final solutions. The uses and emergence of positive accounting research are much debated and it is one the biggest reasons why this article is been evaluated. The principal aim of paper it to share light on human traits concerned by the use of statistical methods of the hypothesis.The knowledge theory regarding the application is overly highlighted and system statistics pitfalls like developing models on a casual basis, on-proper reproduction to instill confidence in findings because of the low level of interest in numerical parameters (Fogarty Markarian, 2007). The principal goals paper is to focus on pointswhich leads to deficiencies and vouch for alternative methods or enhancements which will be leading to a positive accounting strong research. Summary of the article The beginning of paper starts with the human being evaluation. Various shades of human being in different scenarios are been watched. Also, many other concepts are discussed playing leading roles in reason making capacity. Its seeing the act, of practices being guided by different factors. Hence, relating to the article, its seen the human being behavior in different situations. This is the main point of research regarding positive accounting. Its correctly remarkable that a guided man by rational viewpoints and responds to people according to different types of scenarios (Ahmadi, 2011). It's very well knowing the accounting fact, as the operations tending to be technical in scenarios and hence, theres also a sharp fall regarding human being interactions. In-depth, with the passage of time, anything can be controlled using the systems help. Dependency is more active on the system and becomes very hard to ascertain rational objectives of the human beings. The human behavior its been g uided by different aspects and hence being difficult to adjudge (Dunmore, 2009). The assumption has been taken to consideration on the positive accounting research on making a strong contribution to society. Results are as important as expectations. Papers strives enhancement on the research, looking to the operation of positive research and providing possible suggestions to take into accountability. Different samples are being posted doing a selection of research models. The statistical, as the hypothesis tools, well need evaluating situations and manners in which the auditor reacts linked to the assumption of rationality (Francis, 2006). The final results of the hypothesis are in tone with samples selected, however, hence and objective fails to be achieved. Going from the article, it comes to the front the relationship cant be ascertained with the help of two variables because it requires a lot more than that. The biggest requirement is to evaluate theories that are in competition with each other in place of assessing a theory for the hypothesis. It is very important to assess different theories as it starts becoming vital in ascertaining the status and shed light on the current practi ces. The paper claims to be striving an enhanced model which is serious in nature and much specified on a higher level. To go further, methods are in need to be strong so testing can get rigorous in nature. Moreover, all testing should be error free and this could possibly be when the model is very strong. Linking to reliable nature, need to be very well prepared with proxies that will be leasing projections of strong linear links and measurements development of ideas. This particular project is a projection of clear facts that the paper based on research not only paper stressing In the concept of the hypothesis alone. hypothesis alone. Beyond, it will be creating a new and much better scenario with new concepts developed ensuring a refined research activity. (Hopwood, 2007).This research action will be leading to better results always that an extensive replication confirms its effectiveness of measurement and is leading to probe of research limitations. Research Question Assessment of positive accounting researching is the question to the research, and whether any ideas or even opinions are being presented through the accountants, as also including an auditor which is capable of acting. It is subjected to immense critics (Frankel et. al, 2002). The testing of every hypothesis gets done by taking samples of chargeable audit fees against the audit complexity and firm size. It is a form of quantitative research and tests the manner in which the fees of the audit has been charged, the plans are presented and utilization of the techniques of regression that plays a major part in the case of the hypothesis. This model is present to trace the Type I error (Hay et. al, 2006). It needs to be noted that the analysis of critical evaluation ensures that the hypothesis, as well as testing, cannot be completely accurate. The goal of the hypothesis is to state that the null hypothesis is not correct because the results are linked to the sample (Ashton et. al, 2004) . Hence, it is a clear-cut notion that testing of hypothesis provides a weak proof when it comes to the hypothesis of alternative nature. Thereby, the hypothesis value is of not a big concern when it comes to the positive accounting research. From the total grasp of the material and the research, it can be commented that the main stress of the paper is on the positive accounting research. Moreover, the literature review attempts to find that whether the research is designed in a manner that will attempt to attain the aims and goals. Further, the research depends on a number of factors and models. Theoretical Framework This section speaks of the existence of certain facts to take into accountability when looking for research results. There are numbers of rules and also regulations to be followed in the accountancy and auditing practice. Those set of rules are named accounting standards, taxation and statutory requirements and adherence to these is essential for compliance.All of These are mandatory to be practiced and are placed to create a uniform framework of workings and no significant things are left out. In spite of such clearly laid down rules and methods, auditors always deviate from all the requirements and those have been formed as a basis of study to understand the reasons for such differences (Ashton et. al, 2004). Many factors determine all of these differences in expected actions, called human actions, which always lead to the rationality and independence of thought of every acting individual. Errors and biases creep in as marks of independence creating a pattern and working with all prejudices, even if those are hidden. Such tendency can be the altering factor of the planned course of action. Such h umanity behaviors are course material worthy of the basis of this present paper. Behaviors and human tendencies are being studied and investigated so they never impact the framework. We all are working with a hypothesis and taking sample sizes with the assumption that it is representing all the population (Antle et. al, 2006). For this approach to function correctly and successfully, all diverse kinds of possibilities got to be listed down and after getting them into one item used as sample work for each kind, the misunderstanding of these results can be ruled out each by each. Thus, this will be avoiding always checking each and every variety and will be giving an overall cross check between all different types of scenarios. In short terms, the cross-checks will be much easier and less cumbersome. Moreover, it will ensure a better scenario because an evaluation can be done with ease and precisely. Still, the use of this method is not guaranteed of getting the perfect results as each statistical method is laden with own limitations and qualitative testing not being carried out. A hypothesis will be considering one condition whereas an audit will not have more than many variables to put to test. An audit seems very simple but it consists of different variables which are playing important roles (Dunmore, 2009). The searches get distorted because there are innumerable happenings occurring at a single point of time and play a vital role. Significance and Limitations of the Article This is an article opening up all discussion topics pertaining to the feelings and loopholes experiences in the system presented. The current working system, though it is not very effective has been inviting further discussions and moved further in these directions. (Dunmore, 2009).A research like this is a necessity to pave the way when we are looking for improvements to be done in the system. As research gets done by, all of the results are starting to show that human behavior is most of the times very rational and it attempts to maximize the benefits of the present situation. The scientific minds are coming through with all the actions of human beings about being rationally related to rationality and also scientific judgments before making a significant decision (Humphrey, 2008). Everything that is been presented in this paper has its own limitations. First of all, the paper has been placed its focus on all critical parts of the thesis and it will do better on providing more suggestions in groups with samples in order to give more credibility to the research. The suggestions for improvement will act as a catalyst and will enhance the scope. Therefore, the paper lacks in this scenario. The article in an innocent quote is taking the existing theories to be true and applying these theories, even though in the real world all of those theories have been evolving over a long period of time and havent been even put to test yet. Such advances like this are proofs of that any developments its been taking place regarding this field. Moreover, advancement is the main need of the moment, because if any limitation needs to be removed it can get done so it will be enhancing the research and study level. A more practical aspect and a brief definition of the scenario will help in bringing further growth in the research. Many different statistics are measuring while presenting various and different results and accounting being subjects with numbers of variables and also limitations, measurements mistakes should probably be kept in mind(Lapsley, 2012). There might be various mistakes in the process of measurement and hence, consideration should be provided in this respect. Making the right choices on picking one good representation of samples is very important because it should be presenting a full picture as possible for the entire population present. On a judging note, still, an entire population is being judged from taking samples, it is presenting its very own limitations and all the pitfalls should be taken for cognizance before doing any analysis in every result obtained (Hannam, 2009). That is one of the biggest pitfalls needing to be taken into consideration because one sample might not be revealing the honest true nature of all the populations and also information. Conclusion A complete picture can be observed from this research is that the research that is undertaken in accounting do not have the pace to make a strong impact. Hence, it is the need of the hour to ensure a method that is systematic in nature and methodological approaches are present in it. A positive result can be fetched when the accounting research is tested and retested. Moreover, the shortfalls in the concepts can be used for bringing in more advantages and ensure a strong framework. The presence of new and innovative techniques will raise the standard of the concept and will yield a positive result. An overall analysis of the articles provides that positive accounting framework has certain limitations and require an in-depth analysis along with the research so that a better picture can be portrayed. Hence, the presence of positive accounting research will be more effective when it made dynamic. References Ahmadi MR 2011, Comparative analysis of grammatical approach and positive approach in the process of theorizing about knowledge accounting, Journal of Financial Accounting, vol. 1, no. 1, pp. 71-88. Antle, R, Gordon, E, Narayanamoorthy, G., Zhou, L 2006, The joint de-termination of audit fees, non-audit fees, and abnormal accruals, Review of Quantitative Finance Accounting vol. 27, no. 3, pp. 235-266. Ashton, D, Dunmore, P, Tippett, M 2004, Double-entry bookkeeping and the distributional properties of a financial ratio, Journal of Business Finance and Accounting vol. 31, no. 6, pp. 583-606. Dunmore, P.V 2009, Half a Defence of Positive Accounting Research, Massey University, Wellington, New Zealand Fogarty, T. J Markarian, G 2007, An empirical assessment of the rise and fall of accounting as an academic discipline, Issues in Accounting Education vol. 22, no. 2, pp. 137- 161. Francis, J. R 2006, Are auditors compromised by audit services? Assessing the evidence, Contemporary Accounting Research vol. 23, no. 3, pp. 747- 760. Frankel, R. M., Johnson, M. F, Nelson, K. K 2002, The relation between auditors' fees for non audit services and earnings management, Accounting Review vol. 77, no. 4, pp. 71. Hannam, J 2009, Gods Philosophers: How the Medieval World Laid the Foundations of Modern Science. Icon, London. Hay, D. C, Knechel, W. R, Wong, N 2006, Audit fees: A meta-analysis of the effect of supply and demand attributes, Contemporary Accounting Research vol. 23, no. 11, pp. 141191. Hill/Irwin, University Press. Hopwood, A.G 2007, Whither Accounting Research?, The Accounting Review, vol. 82, no. 5, pp. 1365 1374 Humphrey, C 2008, Auditing research: A review across the disciplinary divide, Accounting, Auditing Accountability Journal vol. 21,no. 2, pp. 170 203 Lapsley, I. 2012, Commentary: Financial Accountability Management, Qualitative Research in Accounting Management, vol. 9, no. 3, pp. 291-292.

Presidents Under Fire Essay Example For Students

Presidents Under Fire Essay Presidents under FireRyan SpicerEnglish 1010 FC10/5/98Sex scandals, Poor Economics, and Public Relations are all problems that are being faced by the Worlds most powerful leaders. President Bill Clinton and Russian President Boris Yeltsin are both under steady attack from other would be political leaders. But does this pressure take away time that could better be spend on running they country? Political instability has rocked the country of Russia. Still in it’s infancy; Russia has only had 1 leader since the demise of the Soviet Union. His name is Boris Yeltsin. He accepted the presidency with the intention to build a new country with capitalism. This is quite a task, but he accepted it head on and has stuck to that goal. But the economy is quickly going down in value. The Ruble (Russian currency) is worth virtually nothing. In the United States Bill Clinton is under investigation concerning his alleged affair with a White House Intern. Mr. Clinton has made several public speeches denying the relationship but later came clean with the public concerning the matter. But with all the public attention brought up concerning both Presidents, how are they expected to run their countries if they spend most of their time defending themselves. Mr. Yeltsin has made several questionable moves, including firing and the re-hiring government officials. He is trying to get his country back into order. The President has a Parliament screaming to have him resign, and all the while he is being distracted from the task at hand. He has a government to run. In public speeches Mr. Yeltsin sticks to his Laisezz faire approach to government. That means he lets the economy run its self. There is no governmental interaction with the economy. He sticks to this as his defense and he believes in it. But everyday he is attacked by the media, and government officials who want change. With this as his only defense he is quickly losing the faith of the people whom elected him. But on the other side of the world there is a different crisis to debate. Mr. Clinton is in the public doldrums of verbal attack by the media and governmental stagnation. No one in the government wants to be associated with Mr. Clinton anymore. Even most of his elected party has severed ties with the President. He is quickly losing the support of his people as well.Mr. Yeltsin has been hard at work, putting countless hours into solving the financial crisis. All the while taking the beating being dealt out by newspapers and on TV. Mr. Yeltsin has made several questionable moves, including firing and the re-hiring government officials. Mr. Yeltsin is trying to get his country back into order. He has a Parliament screaming to have him resign, and all the while he is being distracted from the task at hand. He has a government to run. In public speeches Mr. Yeltsin sticks to his Laisezz faire approach to government. That means he lets the economy run its self. There is no governmental interaction with the economy. He sticks to this as his defense and he believes in it. But everyday he is attacked by the media, and government officials who want change. With this as his only defense he is quickly losing the faith of the people whom elected him. But on the other side of the world there is a different crisis to debate. Mr. Clinton spends most of his time not running the country but preparing to defend himself if he should be forced to go to impeachment hearings. With having made several public speeches denying the relationship, he later admitted to some indecent actions but covered his actions with a confusing trail of moral jargon. This is not the first time Mr. Clinton has been investigated for something. .ud81b8002ee49fc10214b1a16f230705f , .ud81b8002ee49fc10214b1a16f230705f .postImageUrl , .ud81b8002ee49fc10214b1a16f230705f .centered-text-area { min-height: 80px; position: relative; } .ud81b8002ee49fc10214b1a16f230705f , .ud81b8002ee49fc10214b1a16f230705f:hover , .ud81b8002ee49fc10214b1a16f230705f:visited , .ud81b8002ee49fc10214b1a16f230705f:active { border:0!important; } .ud81b8002ee49fc10214b1a16f230705f .clearfix:after { content: ""; display: table; clear: both; } .ud81b8002ee49fc10214b1a16f230705f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud81b8002ee49fc10214b1a16f230705f:active , .ud81b8002ee49fc10214b1a16f230705f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud81b8002ee49fc10214b1a16f230705f .centered-text-area { width: 100%; position: relative ; } .ud81b8002ee49fc10214b1a16f230705f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud81b8002ee49fc10214b1a16f230705f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud81b8002ee49fc10214b1a16f230705f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud81b8002ee49fc10214b1a16f230705f:hover .ctaButton { background-color: #34495E!important; } .ud81b8002ee49fc10214b1a16f230705f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud81b8002ee49fc10214b1a16f230705f .ud81b8002ee49fc10214b1a16f230705f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud81b8002ee49fc10214b1a16f230705f:after { content: ""; display: block; clear: both; } READ: Who Are We to Judge Essay He has also been investigated for a failed Financial Deal before his term of office as well as a sexual encounter during his term of office as Governor of Arkansas. Public Relations are a big problem with both Presidents. Mr. Clinton is very selective with his public statements. He does this to cover himself for legal reasons. But it is very obvious during every public speech that he is hiding information. This â€Å"Adds fuel to the Fire† so to speak. Mr. Yeltsin uses the simple up-front opproach of telling the simple truth and sticking by his values. The only problem is that in today’s world things are a little more complicated. Dealing with the blame forced upon them, whether it is deserved or not is a big problem. With both Presidents being attacked everyday, they are losing more votes than they are gaining all the while trying to run the two most powerful governments in the World. In conclusion I think that Scandals and Financial troubles are causing a bigger problem than they are. It distracts from the job, which is a big job to begin with. These people are businessmen, and their job is to conduct business. They are not elected to battle of claims against their integrity. Some problems may be brought along by them or are brought along by the development of a country. In either case the job is turning into less of job and more of a personal battle to defend themselves. Political Issues