What Should Jane Smith Do an Example by

What Should Jane Smith Do Case #1: Mary Jones Case According to the Pregnancy Discrimination Act (an amendment to Title VII of the Civil Rights Act of 1964) An employer cannot refuse to hire a pregnant woman because of her pregnancy or because of a pregnancy-related condition or because of the prejudices of co-workers, clients, or customers. As long as the Mary Jones will be able to perform the major functions of her job and she has the qualifications needed for the position then she cannot be refused to be hired. In a case filed against Walmart by a certain Jamey Stern ( Ref. Case #97-2480-EEO, 1998). The company agreed to pay $220,000 to settle the case. In this case they were found out that they know that she is pregrnant and they intentionally refused to hire her because of her condition even if she is qualified for the position. Jane Smith can require Mary Jones to pass a Medical Certificate that indicates that she is fit to work. Because if the doctors certificate indicates that she is not fit to work due to her condition she can turn down the application of this pregnant qualified applicant. Need essay sample on "What Should Jane Smith Do" topic? We will write a custom essay sample specifically for you Proceed University Students Very Often Tell Us:Who wants to write essay for me?Specialists recommend: Writing Essay Papers Is Easier With UsBuy College Essays Online College Essay Writing Service Top Rated Essay Writing Service Write My Essay Online Reviews Case#2: Bill Cooper Based on the Title IV of the Civil Rights Act of 1964 an employer cannot refuse to hire or fire an employee because of his or her religion. But the law also said that an employer can refuse an applicant if it will cause an undue hardship on the part of the employers' legitimate business interests. If hiring the individual will requires more than ordinary administrative costs, diminishes efficiency in other jobs, infringes on other employees' job rights or benefits, impairs workplace safety, causes co-workers to carry the accommodated employee's share of potentially hazardous or burdensome work, or if the proposed accommodation conflicts with another law or regulation. Because Bill Cooper was the most qualified for the position, Jane have no choice but to hire him because she has so many options that she can use to fill-up Bills position on Saturday. Jane also expresses that she can hire a part-time worker to fill that position, therefore there is no excuse for her to reject Bill. This problem has a similarity with the case of TRANS WORLD AIRLINES, INC. v. HARDISON (FindLaw, 2006)where in Trans World Airlines (TWA) dismissed Hardison due to refusal to work on Saturday. The court found TWA guilty even if the company argues that they have done all the possible means to find a replacement of Hardison so that the Saturday operation in the Airlines will not be affected. The court reasoned-out that they he court took the analysis that TWA had discarded three sensible alternatives. One of which would have satisfied its obligation without undue hardship. (1) Within the framework of the seniority system, TWA could have permitted respondent to work a four-day week, utilizing a supervisor or another worker on duty elsewhere, even though this would have caused other shop functions to suffer; (2) TWA could have filled respondent's Saturday shift from other available personnel, even though this would have involved premium overtime pay; and (3) TWA could have arranged a "swa p" between respondent and another employee either for another shift or for the Sabbath days, even though this would have involved a breach of the seniority system. Held: TWA, which made reasonable efforts to accommodate respondent's religious needs, did not violate Title VII, and each of the Court of Appeals' suggested alternatives would have been an undue hardship within the meaning of the statute as construed by the EEOC guidelines. Pp. 76-85. (TRANS WORLD AIRLINES, INC. v. HARDISON, 1997) Case#3: Kate Johnson According to Ohio Reference Law-4113.71, employers are not liable when they provide truthful information pertaining to employee job performance unless the employer disclosed particular information with the knowledge that the information was false, with the deliberate attempt to mislead the prospective employer or another person, in bad faith or with malicious purpose. The employer may also be found liable if the information constitutes an unlawful discriminatory practice (Ohio State University, 2004) The discrimination laws that apply to interviewing also apply to reference checking. In order to avoid claims of discrimination, decisions based on references should be made based on objective facts. Do not probe into marital status, age, disabilities, race, religion, or national origin. (Ohio State University, 2004) So now if Jane Smith will objectively answer the question of the probing HR, meaning basing all the information that she will share in the performance Kate Johnson in their company then she doesnt have any liability. Furthermore, it is the right of the prospective employer to know the background and performance of this applicant. In cases like Wattenburg v. United Medical Lab, 269 Or 377, 380, 5252 P2d 113 (1974) a former employer has a qualified privilege to share information about the character or conduct of its employees with present or prospective employers. References AterWayne(2003) Focus Issue Job Reference. Ohio State University. Guide to Reference Checking. U.S. Equal Employment Opportunity. Discrimination by Type: Facts and Guide. Transworld Airline Inc v. Hardison (1997) . In FindLaw.com. Retrieved on November 22, 2006http://caselaw.findlaw.com/us-supreme-court/432/63.html Walmart v Stern. (1998) Ref. Case #97-2480-EEO Wattenburg v. United Medical Lab. (1974) 269 Or 377, 380, 525 P2d 113

Correcting Run-On Sentences Proofreading Practice

Correcting Run-On Sentences Proofreading Practice This exercise will give you practice in identifying and correcting run-on sentences. Before attempting the exercise, you may find it helpful to review how to  correct a run-on sentence with a period or semicolon  and  correcting run-ons through coordination and subordination. The following paragraph contains three run-on sentences (fused sentences and/or comma splices). Read the paragraph aloud and mark any run-on sentences that you find. Then correct each run-on according to the method you think is most effective. When you have completed the exercise, compare your corrections with the following paragraph below it. Run-On Sentence Exercise Why I Had to Get Rid of the Monster Although I am a dog-lover by nature, I recently had to give away my three-month-old retriever, Plato. I had several good reasons for doing so. A few months ago I picked up the dog at the Humane Society as a Christmas gift for my girlfriend. Alas, she dumped me on Christmas Eve I was left to console myself by caring for the dog. Thats when my true misery began. For one thing, Plato was not housebroken. Throughout the apartment he left little mementos, staining rugs and furniture and fouling the air, he would burrow under any newspapers I laid down for him. To make matters worse, his untamed potty habits were supported by an insatiable appetite. Not content with a sack of Kibbles n Bits every day, he would also gnaw at the couch and shred clothes, sheets, and blankets, one night he chewed up a friends new pair of clogs. Finally, Plato simply wasnt happy being cooped up by himself in a small apartment. Whenever I left, he would begin whimpering, and that soon turned into furious barking . As a result, my neighbors were threatening to murder both me and the monster, as they took to calling him. So, after six weeks of life with Plato, I gave him away to my uncle in Baxley. Fortunately, Uncle Jerry is quite accustomed to animal feed, waste, noise, and destruction. Corrected Version of Run-On Sentence Paragraph Below is the corrected version of the paragraph used in the exercise above. Why I Had to Get Rid of the Monster Although I am a dog-lover by nature, I recently had to give away my three-month-old retriever, Plato. I had several good reasons for doing so. A few months ago I picked up the dog at the Humane Society as a Christmas gift for my girlfriend.  Alas, when she dumped me on Christmas Eve, I was left to console myself by caring for the dog.  Thats when my true misery began. For one thing, Plato was not housebroken.  Throughout the apartment he left little mementos, staining rugs and furniture and fouling the air. He would burrow under any newspapers I laid down for him.  To make matters worse, his untamed potty habits were supported by an insatiable appetite.  Not content with a sack of Kibbles n Bits every day, he would also gnaw at the couch and shred clothes, sheets, and blankets. One night he chewed up a friends new pair of clogs.  Finally, Plato simply wasnt happy being cooped up by himself in a small apartment. Whenever I left, he would begin whimpering, and that soon tur ned into furious barking. As a result, my neighbors were threatening to murder both me and the monster, as they took to calling him. So, after six weeks of life with Plato, I gave him away to my uncle in Baxley. Fortunately, Uncle Jerry is quite accustomed to animal feed, waste, noise, and destruction.

Movie review Example | Topics and Well Written Essays - 1750 words - 1

Movie Review Example the audience to rethink their perceptions on faith healing, and want to believe the ease by which a person can be healed without the use of any form of medication. In addition, it gives non-believers the idea that faith healing is not dependent on the form of faith, but the faith itself, meaning that a person does not need religious faith to be healed; a little faith is enough. Henry Poole discovers that he has a terminal disease during a routine check-up, gives up hope in life and buys a house in the suburbs in his home area, where he can die in peace after wasting his life on drinking. This retreat into suburbia shows that Poole had given up hope on life, and all he wanted to do with his life is to waste it before he died. To ensure that he lives in solace, Poole buys a house in a busy suburb that resembles many others, and since people will be too busy minding their own business, he will not be disturbed. However, this is not to happen as he finds out that he had a nosey neighbour, Esperanza, who insists that a stain she saw in his house was the image of Jesus, and it has healing power. While dealing with Esperanza, Poole meets with Millie; the daughter of Dawn became taciturn and lost her speech when her father left them. Millie touches the stain and her speechlessness is cured, and Poole’s neighbours start insisting that he was in that house fo r a reason and the stain could heal him (Henry Poole Is Here). Poole did not believe this, and in anger, he smashes the wall due to the frustration of believers insisting on imposing their faith on him, even though there is nothing wrong with their insistence or his resistance. However, denying the apparition means that Poole consciously thinks he does not believe in faith healing, though later events in the film show that he believes but at a subconscious level. Smashing the wall intensifies Poole’s relationship with his neighbours, especially since Millie’s healing had an effect on him. He knows that he touched

Keynesian economists Essay Example | Topics and Well Written Essays - 1250 words

Keynesian economists - Essay Example The paper also considers the negative impact of government interference in business as per the suggestions of Keynesian economists. Keynesian economics is based on aggregate demand and government intervention. The theory was created by John Maynard Keyes to explain the Great Depression in the 1930s (Samuelson & Nordhaus, 2010). At the time, the classical economics theories assumed that the free market would automatically self-regulate by providing employment and sustain the economy. Goods and services’ total demand in the economy at a specified time is aggregate demand. Prior to Keynesian economics, the assumption was that a decrease in aggregate demand in the economy would result in fewer goods and job opportunities. This would translate to reduced wages and inflation, which would enable employers to invest and create more jobs. However, the great depression disapproved the theory. Many factors influence aggregate demand. During a recession, the decisions made by the private sector may reduce consumer spending (Higgins, 2013). Similarly, prices and wages gradually respond to the fluctuations of demand an d supply causing shortages or surpluses in employment opportunities. Keynesian economists hold that government intervention plays a key role in solving the problem of insufficient aggregate demand. Aggregate demand represents the spending of the government, public and private sector. Insufficiency in aggregate demand comes about when the spending of all these sectors reduces. The government is in a position to solve the problem of insufficient aggregate demand through active policies like fiscal stimulus package and job creation, which increases spending and restores aggregate demand. Many theories against government interference with business find unbalanced government budgets disturbing for the economy (Higgins, 2013). Nonetheless, Keynesian economists find that government intervention

Write a brief critique of the response of UK governments to the UN Essay

Write a brief critique of the response of UK governments to the UN Convention on the Rights of the Child - Essay Example The UK government’s first report declared that no change was required in the active legislation in the UK since the provisions of the convention are already covered (UK First Report to UN, 1994). The UK Government has achieved a high standard in some of the areas of work that the convention recommended. The UN has recognized that the Human Rights Act of 1998 had included some of the aspects of the children in it and this is in line with the needs of the convention. Some of the other legislative steps such as Northern Ireland Human Rights Commission, race relations legislation did move the country legislatively forward in this area. The Children and Young People’s Unit in England, the abolition of corporal punishment in the UK and the promotion of children’s rights in all those countries where the UK provides aid, all add to the implementation of the convention directions successfully. The standard of these implementations have been found to be substantially good and recommended by the UN. There are areas where the UK government steps were satisfactory though improvement has to be done. In the legislative front, the changes done in the Human rights Act is not covering all the needs of the children explicitly. The legislation for children and youth is not prioritizing the needs of the children correctly and therefore, is losing focus. The resources spent for the purpose of the children should be clearly specified and allocated for the purpose. A wide and sweeping allocation that maximum resources are allocated would not serve the purpose, says the UN report on the UK. Apart from this, structuring the entire process and therefore, making an effective ‘delivery’ of the program is very important. This includes providing appropriate training and education. There are number of areas which the UN felt that the UK government is yet to meet satisfactorily level. Some of the

HR Practices to Enhance Employee Commitment

HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i HR Practices to Enhance Employee Commitment HR Practices to Enhance Employee Commitment Introduction Human Resource Management is a consistent and productive approach towards the management of employees who are ‘valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and foster innovation and flexibility, thus serves the overall purpose. Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable. Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection; training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM practices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission. HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a message build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization; however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as useful and recognize the implementation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a trouble that hamper their regular work timeta ble, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from within, socialization, etc. convince the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger deference to devote and put in for the organization. Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in knowing whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged the researcher in conducting this research. LITERATURE REVIEW Philosophy of Human Resource Management Human Resource Management is shifting its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now focusing more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards revolution in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) says â€Å"HRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the utilization of the human resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.† The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the seamless integration of human resources into the strategic plans. HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further says: The theoretical proposition is therefore that organizational commitment,  combined with job related behavioural commitment will result in high employee  satisfaction, high performance, longer tenure and willingness to accept  change. The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only according to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation. Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources. Guest (2002) has argued that the â€Å"Impact of HRM on performance depends upon  workers response to HRM practices, so the impact will move in direction of the  perception of HRM practices by the employee†. Wood (1999) and Guest (2002) have  stressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Huselid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity. Huselid (1995) stressed that â€Å"by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization.† He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance apart from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that â€Å"compensation is a behavior aligningmechanism of employees with business strategy of the firm†. â€Å"Career planning is a tool that aligns strategy with future HR needs and encourag esemployee to strive for his personal development† (William et al, 1996). By encouraging employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more beneficial for the organizations than the associated cost (Summers Hyman, 2005). â€Å"Use of best HR practices shows a stronger association with firmsproductivity in high growth industry† (Datta et al, 2003). Wright et al (2003) have said that â€Å"an employee will exert discretionary effort if proper  performance management system is in place and is supported by compensation system  linked with the performance management system.† Similarly, â€Å"Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job† (Qureshi M Tahir, 2006). Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent. Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including internal promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of â€Å"meso† theory t o explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts. Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization. Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely, and must go through by means of individuals psychological alteration system. Guzzo and Noonan (1994) said that   â€Å"an organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.† Zucker (1983) also suppose that the organization members attitudes and behaviors are subjective and are governed by organizations official communication of ‘common understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements. HR PRACTICES HRM propose that there is a universal ‘one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of ‘bundles, the HRM practices that are offered in support of a high commitmentand performance model are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are:- Recruitment and Selection: One of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. â€Å"In this process the right person chosen for the requisite qualifications and knowledge is placed in the appropriate job position to decrease the cost, and maximise the profits by means of their merit and talent† (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their ‘service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth. Performance Appraisal Performance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potential analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs. Performance appraisal is a constant procedure rather than a once a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that â€Å" in the competitive environment, organisations need to keep improving performance to survive†. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, transfer and employee feedback by (Huber 1983). Appraisal systems have also moved away from conventional top down approaches to appraisal in more mod ern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and peer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these. Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend largely on the overall image of the HR department. Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness. Reward Management Huselid (1995) asserts that the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that ‘compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages wage, salary, pay and benefits etc. for the employees. Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs. Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the significance of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction; first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. Efficiency wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as described by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking a nd higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs. Training and Development Training and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees. There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards ‘service orientation. Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs. â€Å"High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover† (Bradley, Petrescu Simmons, 2004). Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from shifting his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or know ledge or training has a positive impact on job satisfaction. Traditional and Recent HR Practices in Hospitality Industry Keep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow: low pay, no fixed hours and shift. poor career growth ,seasonal employment; informal recruitment methods; lack of good HR practice; high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is every thing which is intangible. According to (ILO, 2001: 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms. The inability of the businesses and the industry to recognize the most glaring issues can be attributed to the hostility and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004). It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that â€Å"the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector†. It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy ‘there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff. In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy; all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture. Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction. The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with excellent results. VP of HR and Talent Management, Tony Chartrand explains: â€Å"Since implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every single employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry†. Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and continuance and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i

Revengeful Justice in William Shakespeares Hamlet :: William Shakespeare Hamlet Revenge Essays

Revengeful Justice in William Shakespeare's Hamlet   Ã‚  Ã‚  Ã‚  Ã‚  Hamlet's motives rally between those of both revenge and justice, and it becomes this internal conflict which sets the pace of events throughout Shakespeare's entire play. Revenge serves Hamlet as his initial goal in the pursuit for vindication of his father's death. Soliloquy later reveals Hamlet's torn sensibility and care for justice, which decelerates his ability to proceed in action against Claudius. Not until Hamlet confronts his own procrastination, does the inaction cease. Hamlet defeats his inner struggle by melding opposing forces and internally justifying revenge.   Ã‚  Ã‚  Ã‚  Ã‚  Hamlet does not initially have a strong enough will to act solely on revenge. Even though Hamlet had proclaimed that he would be "swift" and "sweep to my revenge,"In the "rogue and peasant slave" soliloquy, Hamlet admits that he has been "unpregnant of my cause" and wonders whether he is a "coward". Not until Hamlet becomes completely fed up with his own inaction, does he finally examine the guilt of Claudius. However this task is thwarted when Hamlet witnesses Claudius praying. His will is rationalized by the notion that Claudius' soul might escape eternal damnation. Hamlet finally address his "dull revenge" in his climactic soliloquy admitting," I do not know/ Why yet I live to say This thing's to do/ Sith I have cause and will and strength and means/ To do't" Here Hamlet finally swears against his previous inaction "O! From this time forth,/ My thoughts be bloody or be nothing worth"   Ã‚  Ã‚  Ã‚  Ã‚  Hamlet's overly intellectual mind inhibits him from taking decisive action and he concedes this in two very important soliloquies . First in the "To be or not to be" soliloquy, Hamlet concludes, "Thus conscience does make cowards of us all/ And thus the native hue of resolution Is sicklied over with the pale cast of thought" While being exiled to England, hamlet thinks his procrastination is a result of " some craven scruple/ Of thinking too precisely on the event" His insightful mind examines his problems to such an extent that it creates dilemmas rather than solving them.

Poverty Measurement Essay

When measuring poverty avoid including any particular normative position, concerning the weighing of various poor groups interest and instead it reports on changes in poverty as a result of linking various normative position and ordinal conclusion when measuring poverty. This means that for any particular method to be considered good in measuring poverty, it should involve the inspection and analysing of various aspects of the poverty in order to come up with a genuine report on the poverty. The measure of the economic status of any individual is usually based on what is consumed, and what one earns in terms of income. An analysis of various individual in a society, and including each of the individual’s shares in a given household, gives the economic welfare of the people. (Lister 2004). Although it is possible to measure the welfare of a household, challenges are encountered in trying to determine the household income because of the individual do not like giving details on what they earn. This is usually as a result of the possible illegal earnings, which when known can be taxed and because many of the small earnings are hard to measure. The assets value keep changing thus making it hard to measure the income. This these challenges have made the consumption based measures of living standard to be preferred instead of the income based measures, since the poor people have varying income. The consumption based measurements require a total calculation of all goods in a household which are considered durable, including the interest which the goods have generated and the depreciation of the item in question within the year of estimating the poverty. (Michael, 1999). This is because an individual can be in a state when he or she cannot provide for all needs, but it happens that some needs are catered for, and this shows that various households may have a varying order of preference, thus what one considers to be a basic need, might not be a basic need to the other household. However with this kind of measuring, all assets are thus included in the poverty measure. A calculation of value and depreciation of every good that is considered to be durable in a household. Housing services are also included in this method of measuring poverty. This is determined by considering the amount paid as rent. This method of determining the poverty level is considered the amount paid as rent. This method of determining the poverty level is considered to be more accurate since a minimum expenditure that an individual requires to reach the level of utility is shown. (Renata,2000). This method accesses both the worth of the consumed goods in terms of their prices and the household characteristics, thus making it easy to determine the amount required by a certain household to meet a certain utility level. The method is measuring poverty is considered to be more detailed since by just determining the income of a household without checking the household characteristics and expenditure cannot give the real living standards of a household, since some household are large in size than other, having incorporating various individuals. To explain this better, let’s take two different household, one, being small in size, and the other one large in size. The two households may be having a similar income, but the smaller household will have less consumption compared to the larger household. If one household contains individuals who are all working, then the consumption will be shared and thus lower compared to household with many dependants and few working individual. At the same time, the individuals in a certain households have varying needs, with some needs requiring more capital than others. This means that when measuring poverty each individual in a household should be considered and this is got by dividing the household expenditure with the total number of individuals contained in the household. The household consumption determines the household place in the poverty. A poverty line is the minimum standard at which an individual attains his or her basic needs. The poverty line can vary from household to household depending on pricing and the geographic composition of the household. (Ravallion 1998). The relative poverty line is used in identifying poor individuals but they their effect vary depending on the country’s development level. This is because a $1 per day poverty line will have meaning in countries with poor living standards but not applicable in countries with higher living standards. The absolute poverty line is usually fixed over time unlike the relative one and in order to have poverty rate comparisons using absolute poverty line similar absolute line need to be used in both. Thus the monetary method of determining the poverty level becomes ineffective in many ways. (Baulch 1996). The method neglects the multidimensional poverty nature, and neglects different characteristics of household, whereby it considers only income based poverty line to identify the poor. The method does not consider the various needs of different people, whereby the healthy should be considered better off in terms of resources as compared to the sick and disabled. According to monetary method of determining poverty level, there is absolute poverty and anybody whose income is below US$1 a day is poor and relative poverty which relies on the poverty line, and is involved with the proportion of average income in a given country. The head count index of determine poverty is easy but cannot determine the depth of poverty line. Ulme & McKay 2005). The poverty Gap index shows the location of an individual in terms of distance from poverty line. It involves the average measure of all people of the gap between those of poor standard and poverty line thus unable to capture the inequality which exists among the poor. The squared poverty gap weighs the total poverty gaps and considers the weight is considered proportional to the poverty gaps. Poverty profiles examine the poverty patterns in a society showing major poverty and inequality facts.

Use of Science in Frankenstein and Present Day Society essays

Use of Science in Frankenstein and Present Day Society essays In our world today, science plays a vital role in many different aspects. Science is important in roles such as aiding the sick, and finding cures. Although many people believe science can only do well for society, there are many ways science can be responsible for negative outcomes. In the motion picture, Frankenstein, director James Whale shows how some aspects of science, one being the creation of life, can have harmful results. In our world, such examples as cloning and nuclear energy also raise questions about harmful results. In the field of science, many creations or ideas have bad outcomes in their finished products. In Frankenstein, Dr. Henry Frankenstein uses science to attempt to successfully create a perfect human being. By mistake, his assistant takes a criminal brain instead of a normal brain. Unaware of the mistake, Henry continues with his creation. When he is first brought to life, he seems to be harmless, seems to listen well, and seems like he is a perfect creation. Shortly after, however, he begins to notice many things wrong with him. After he finds out though that his creation turned out defective, things began to turn horrific. He was uneducated, disobedient, and destructive. A scene that exemplifies this is when the monster is playing by the lake with the little girl. The girl shows the monster how the flowers float. After she demonstrates, the monster makes a flower float, and becomes fascinated. From observing the flower, the monster then attempts to throw the little girl into the lake, believing she will float as well, however, she cannot swim, and ends up drowning. Since he was not educated, he was not aware that all objects do not float. The monster, ironically, also almost killed his creator, Dr. Frankenstein, which is also a fear of science in out society today. In todays world, science plays such a vital role. Science aids and advances the field of health tremendously, by fi...

Battle of Berlin in World War II

Battle of Berlin in World War II The Battle of Berlin was a sustained and ultimately successful attack on the German city by the Allied forces in the Soviet Union from April 16–May 2, 1945, during World War II (1939–1945). Armies Commanders Allies: Soviet Union Marshal Georgy ZhukovMarshal Konstantin RokossovskyMarshal Ivan KonevGeneral Vasily Chuikovapprox. 2,500,000 men Axis: Germany General Gotthard HeinriciGeneral Kurt von TippelskirchField Marshal Ferdinand Schà ¶rnerLieutenant General Hellmuth ReymannGeneral Helmuth WeidlingMajor General Erich Brenfngerapprox. 766,750 men Background Having driven across Poland and into Germany, Soviet forces began planning for an offensive against Berlin. Though supported by American and British aircraft, the campaign would be entirely conducted by the Red Army on the ground. General Dwight D. Eisenhower saw no reason to sustain losses for an objective that would ultimately fall into the Soviet occupation zone after the war. For the offensive, the Red Army massed Marshal Georgy Zhukovs 1st Belorussian Front to the east of Berlin with Marshal Konstantin Rokossovkys 2nd Belorussian Front to the north and Marshal Ivan Konevs 1st Ukrainian Front to the south. Opposing the Soviets was General Gotthard Heinricis Army Group Vistula supported by Army Group Centre to the south. One of Germanys premier defensive generals, Heinrici elected not to defend along the Oder River and instead heavily fortified the Seelow Heights east of Berlin. This position was supported by successive lines of defenses extending back to the city as well as by inundating the Oders floodplain by opening reservoirs. Defense of the capital proper was tasked to Lieutenant General Helmuth Reymann. Though their forces looked strong on paper, Heinrici and Reymanns divisions were badly depleted. The Attack Begins Moving forward on April 16, Zhukovs men assaulted the Seelow Heights. In one of the last major pitched battles of World War II in Europe, the Soviets captured the position after four days of fighting but sustained over 30,000 killed. To the south, Konevs command captured Forst and broke into open country south of Berlin. While part of Konevs forces swung north towards Berlin, another pressed west to unite with advancing American troops. These breakthroughs saw Soviet troops nearly envelop the German 9th Army. Pushing westward, 1st Belorussian Front approached Berlin from the east and northeast. On April 21, its artillery began shelling the city. Encircling the City As Zhukov drove on the city, the 1st Ukrainian Front continued to make gains to the south. Driving back the northern part of Army Group Center, Konev compelled that command to retreat towards Czechoslovakia. Pushing forward north of Juterbog on April 21, his troops passed south of Berlin. Both of these advances were supported by Rokossovsky to the north who was advancing against the northern part of Army Group Vistula. In Berlin, Adolf Hitler began to despair and concluded that the war was lost. In an effort to rescue the situation, the 12th Army was ordered east on April 22 in the hope it could unite with 9th Army. The Germans then intended for the combined force to aid in defending the city. The next day, Konevs front completed the encirclement of the 9th Army while also engaging the lead elements of the 12th. Unhappy with Reymanns performance, Hitler replaced him with General Helmuth Weidling. On April 24, elements of Zhukov and Konevs fronts met west of Berlin completing the encirclement of the city. Consolidating this position, they began probing the citys defenses. While Rokossovsky continued to advance in the north, part of Konevs front met the American 1st Army at Torgau on April 25. Outside of the City With Army Group Centre disengaging, Konev faced two separate German forces in the form of the 9th Army which was trapped around Halbe and the 12th Army which was attempting to break into Berlin. As the battle progressed, 9th Army attempted to break out and was partially successful with around 25,000 men reaching 12th Armys lines. On April 28/29, Heinrici was to be replaced by General Kurt Student.  Until Student could arrive (he never did), command was given to General Kurt von Tippelskirch. Attacking northeast, General Walther Wencks 12th Army had some success before being halted 20 miles from the city at Lake Schwielow. Unable to advance and coming under attack, Wenck retreated towards the Elbe and U.S. forces. The Final Battle Within Berlin, Weidling possessed around 45,000 men composed of Wehrmacht, SS, Hitler Youth, and Volkssturm militia. Initial Soviet assaults on Berlin began on April 23, a day before the city was encircled. Striking from the southeast, they met heavy resistance but reached the Berlin S-Bahn railway near Teltow Canal by the following evening. On April 26, Lieutenant General Vasily Chuikovs 8th Guards Army advanced from the south and attacked Tempelhof Airport. By the next day, Soviet forces were pushing into the city along multiple lines from the south, southeast, and north. Early on April 29, Soviet troops crossed Moltke Bridge and began attacks on the Interior Ministry. These were slowed by a lack of artillery support. After capturing Gestapo headquarters later that day, the Soviets pressed on to the Reichstag. Assaulting the iconic building the next day, they succeeded in famously hoisting a flag over it after hours of brutal fighting. A further two days were needed to completely clear the Germans from the building. Meeting with Hitler early on April 30, Weidling informed him that the defenders would soon run out of ammunition. Seeing no other option, Hitler authorized Weidling to attempt a breakout. Unwilling to leave the city and with the Soviets nearing, Hitler and Eva Braun, who were married on April 29, remained in the Fà ¼hrerbunker and then committed suicide later in the day. With Hitlers death, Grand Admiral Karl Doenitz became president while Joseph Goebbels, who was in Berlin, became chancellor. On May 1, the citys remaining 10,000 defenders were forced into a shrinking area in the city center. Though General Hans Krebs, Chief of the General Staff, opened surrender talks with Chuikov, he was prevented from coming to terms by Goebbels who wished to continue the fight. This ceased to be an issue later in the day when Goebbels committed suicide.? Though the way was clear to surrender, Krebs elected to wait until the following morning so that a breakout could be attempted that night. Moving forward, the Germans sought to escape along three different routes. Only those who passed through the Tiergarten had success penetrating the Soviet lines, though few successfully reached American lines. Early on May 2, Soviet forces captured the Reich Chancellery. At 6:00 am, Weidling surrendered with his staff. Taken to Chuikov, he promptly ordered all remaining German forces in Berlin to surrender. Battle of Berlin Aftermath The Battle of Berlin effectively ended fighting on the Eastern Front and in Europe as a whole. With Hitlers death and complete military defeat, Germany unconditionally surrendered on May 7. Taking possession of Berlin, the Soviets worked to restore services and distribute food to the citys inhabitants. These efforts at humanitarian aid were somewhat marred by some Soviet units which plundered the city and assaulted the populace. In the fighting for Berlin, the Soviets lost 81,116 killed/missing and 280,251 wounded. German casualties are a matter of debate with early Soviet estimates being as high as 458,080 killed and 479,298 captured. Civilian losses may have been as high as 125,000.

Investigation Into Piston Failures Dissertation

Investigation Into Piston Failures - Dissertation Example Various researched have been conducted so far proposing new geometries, materials and manufacturing techniques for engine pistons which further accounted for a constant improvement for the past decades and demanded comprehensive analysis of the smallest details. Despite of all these vast researches, there is a mass number of piston failures. There are various origins in damage mechanisms which area basically related to temperature, wear and fatigue. Further the fatigue damages prominently include thermal fatigue and mechanical fatigue, which are either at high temperature or at room temperature. This study is not just related to the causes, diagnosis and solutions of piston failures but also related to an overwhelming and a specialist exploration of the points of investigation. Various interlinked aspects and methods corresponding to the piston failures or fatigues have to be considered to construct a reliable, overwhelming and coherent investigation about engine piston failures. Thu s, the following three basic approaches are employed to analyze the fatigue mechanism. 1. Total Life Approach, 2. Crack Initiation Approach, and 3. Crack Propagation Approach. Various characteristics such like the piston-materials, the piston-operations, the total life approach or the other related operations classify lubrication operations as the nature of the engine piston failure. The fatigue total-life approach corresponds to the piston life method that analyzes the stresses damaging the piston. In the similar context, the materials of the piston focus on the fatigue matter in which a piston is most likely to damage or crack due to the use of the forged materials. Such cracks or damages relate to the aspects of material-life, usage-life, stress-life, and operation-life. Nevertheless, the cyclic fatigues are commonly elastic where the material-stress life curve is used and the piston fatigue mechanism is basically plastic deformation. The characteristic of the crack initiation re lated to the dilemma of piston fatigue is usually employed to determine the operation's processes influencing the efficiency of the engine piston. Table of Contents Table of Contents 3 1.Introduction to Pistons 5 1.1. Background on Pistons: 5 1.2. Aims and objectives: 7 1.3. Piston function 7 1.4. Piston Parts 9 2.Piston Design 12 2.1. Piston Shape investigation: 12 2.2. Piston Rings: 13 2.2.1. Compression Ring 13 2.2.2. Wiper Ring 14 2.2.3. Oil Ring 14 2.4. Materials used for manufacturing: 16 2.4.1. The significance of silicone: 17 2.4.2. The types of aluminum alloy: 17 2.4.3 Forged versus Cast: 19 3.Piston Failures 20 3.1 Experimentation 21 3.1.1 Mechanical and high temperature mechanical fatigue 22 3.1.1.1 Piston head and piston pin hole 22 3.1.1.2 Piston compression grooves 25 3.1.1.3. Piston skirt 27 3.1.2. Thermal and thermal–mechanical fatigue 29 4. Analyses and Discussions 32 4.1. Mechanical fatigue 32 4.1.1. Piston head and piston pin hole 32 4.1.2. Piston compressi on grooves 35 4.1.3. Piston skirt 35 4.2. Thermal and thermal–mechanical fatigue 36 5. Solutions and Proposals 37 5.1. Local reinforcements 37 5.2. Materials 38 5.3. Design 39 5.4. Surface coatings 40 5.5. Piston cooling 40 6. Prevention of Piston Failures and deformation 41 6.3.3. The Types of Lubricants 45 6. Conclusions 46 6.1. The possible causes of the Piston Failure: 47 6.2. The different types of the piston damage: 47 7. Recommendation 48