Women and the Second World War Sources Questions Essay Example for Free

Women and the Second World War Sources Questions Essay Before World War II, not many women worked, and there were certain jobs that people believed women couldnt or shouldnt do. Women didnt have any kind of military role before the war. Most women were used to getting married, having children and bringing them up, and having a husband around the place who would usually be the sole wage earner in other words, only the man would go out to work. Of course, once the war broke out, the majority of men were away fighting in some way. So this had a big effect on family lives, and the lives of women. The jobs still had to be done after all. So the purpose of this source is to persuade women to do their vital bit for the war. To get involved in the armed forces, and to work in fields in which men had previously worked. Source A is a broadcast on the BBC Home Service by a member of the womens Institute in May 1941. It is aimed at women to persuade them to do their crucial bit for the war. It is an appeal aimed at women, and has a few elements of propaganda. The authors tone and attitude to the situation Britain faced was very positive, as she knows its a great opportunity for women to work together and show that they are able to do any job that a man is capable of doing. The broadcasters main aim is to make sure she brings an emotional approach to her audience, so that women can reflect on the dreadful situation that Britain faced. She seems to be very compulsive towards the entire war effort; she makes it sound exciting, and thrilling. Her speech makes you want to volunteer to join the war effort. She portrays the war effort in an upbeat positive manner. We are fighting for our lives. The Broadcaster seems very patriotic and is determined to win the war. Seeing as Britain was on the brink of defeat in 1941, she could probably see her whole life flash before her eyes if Britain were to give in to Hitler. Not only would her future be ill fated, but she would also lose her little freedom which she took advantage of. This is why she is hoping to get a constructive response from the women of Britain. 2. Study Sources A and B. Does the writer of source B have a different attitude to the importance of women in the war effort from the author of source A. Explain your answer using both sources. Source B is an article in the West Ham Gazette. A female member of the Local Council in West Ham wrote this editorial in 1941. Source A is a broadcast on the BBC Home Service by a member of the womens Institute in May 1941. Both sources are from 1941 just when Britain were on the brink of defeat. They are both aimed at women, are about women, and are from a womans point of view. Both sources agree that women should do their vital fraction for the war, to fight. Women, of course, didnt physically fight, however they did do some very important and skilled jobs. They became involved in the war effort, which helped Britain win the Second World War. However, both sources not only have things in common, but they also differ too. Women should get on with the job. The author of source B is more demanding. It is almost like she can give orders, and has more authority over what women should and shouldnt do. Whereas in source A, the author doesnt put as much power into her speech, although her dialogues seem to have more enthusiasm. Isnt it worth it? Together yes it is. She gives her listeners more of a choice as to whether they want to help in the war effort she makes the war effort sound amusing and entertaining; source B has a more commanding and intimidating role. The author of source B has a rather cynical and cheeky behaviour, not only does she want women to work in the war effort, but also she wants the good conditions that they are permitted to. As a result she wants to get more out of the war. She wants lasting changes for women. She wants to be treated with more respect. She also seems to be a bit of a sarcastic feminist. Her opening paragraph suggests that women are only regarded as important when the country is in desperate need of them. Its almost as if the author doesnt like being used. Her article gets more to the point. Whereas source A is full of passion and interest. Its more appealing. We are fighting for our lives. Source A is more like an unconditional obsessive duty that any woman would be proud to perform. Both authors have totally different attitudes. The author from source A is much more patriotic and eager, but the author from source B portrays the war effort in a depressing manner. 3. Study source C. In what ways does source C help you to understand the difficulties faced by women during the Second World War? Source C is a woman speaking in 1941, describing her evening routine at home after working in a factory all day. She is being interviewed, and she seems relatively tense. Her typical daily schedule seems to be very hectic and busy. She doesnt go into detail about her day because she knows her interviewer knows whats entailed when she mentions queuing for food, cooking food, washing and mending. Working wives were faced with the constant difficulty of having two jobs, one in the home and the other at work. It was very difficult to fit in cooking, shopping, housework and childcare with exceedingly long working hours required in a full-time job, predominantly at a time when domestic tasks were considered entirely a womans liability. Womens wage rates were usually half of those of men. Factory hours made standard shopping unattainable. A familys ration book could only be registered with one grocery shop, and by the time a woman got there after work, it would be likely that she would find the usual queues, and also that many of the goods had already been sold out. Before the war, shops usually opened until fairly late in the evening, but now had been well ordered to close early on to save energy. Working women found they had no time to queue for unrationed goods, and might have to shop in their lunch hour, missing their own meal, or on a Saturday afternoon, when the shops were at their most crowded. This problem contributed to high rates of absence in the factories. For the woman being interviewed, running a home and bringing up a family single-handedly, her life could be a nightmare of extensive factory shifts, followed by shopping, cooking and housework. Her health probably suffered because of tiredness, stress, pressure, anxiety and inadequate, hasty meals. Rationing of clothes was introduced in June 1941.This meant women had to buy their clothes with coupons. With the government only supplying 48-66 coupons per person per year, women only had enough to buy a dress, a winter coat, a dressing gown and two pairs of knickers, leaving only 7 more coupons for the rest of the year. This is why women were bombarded with encouragement to make their own clothes, and mend their old ones, as they didnt have enough clothes to go all year round. Women kept every scrap of material in case it could be used, and made the best out of what was available. They couldnt afford to throw anything away. The needle was a weapon of the war to maintain old clothes were long lasting. 4. Study Sources D, E and F. Use the sources, and your own knowledge, to explain why the government produced so many leaflets and advertisements about food and cooking during the war. From the start of the war, women soon become aware of changes when they went shopping. Some goods were unavailable and others were in very short supply. Before the war, 60% of Britains food came from overseas. Supplies soon began to decrease as the nazis had gained much control of Europe. The nazis also bombed ships that were advancing in the direction of Britain. As a result the price of food fluctuated and soared rocket high. This meant that only the rich could afford to buy food, and poor people would starve to death. Soon the government introduced rationing in January 1940. Everyone had a ration book full of stamps that said how much you were allowed to buy of each item each week. Rationing bought a degree of fairness. Coupons as well as money were needed to buy essential goods that were in short supply. On the whole rationing was popular because it at least meant that everybody could be certain of getting their share of essential necessities even if they were not allowed as much as they liked. Rationing actually worked very well and peoples diets were very healthy although the food was plain and rather boring. It also continued for some time after the war because it took a while for things to get back to normal. Some people managed to get extra food on the black market, if they knew the right people and the money. The way women managed to feed their families became a subject of national significance in wartime. A programme of advertising and propaganda was aimed at persuading women to attain the complicated aim of saving food whilst maintaining their familys health and fitness. A good example is source D, a paragraph from a leaflet produced by the Ministry of Food in 1941. It is a mixture of information and propaganda. It is aimed at women because cooking was considered a womans responsibility. Source D persuades women to eat more potatoes. This was generally because they were easy to grow and they could save shipping space. The government persuaded people to grow their own vegetables in their back garden as supplies were running short. The government also used to give out leaflets about using food to the greatest advantage. There was always a new way of serving potatoes, they were also healthy and cheap. Food was VITAL; it was a weapon of war! Food was so important during the Second World War that even had its own Ministry. The Ministry of Food had to try and re-educate women to be conscious of the nutritional value of diverse foods, the importance of a balanced diet, and also to persuade them to use different cooking methods. Without food no one would have had the energy to work! Thus, the message of this source is to convince women to eat more potatoes, whether they are baked, fried, roasted or toasted! The Ministry of Food, which controlled rationing, spent colossal sums of money on advertisements directed at women. Papers and magazines were full of hints and encouragement for housewives. For instance, source E. An advertisement produced by the ministry of food in 1941, aimed at women. It is an advertisement of propaganda telling the women of Britain how well they are doing in the kitchen-front. It is more like a mini-survey to see how many medals each household deserves from saving the little crumbs to making a variety of different foods everyday. The advertisements aim is too keep up morale and keep people working hard. It seems Britain were in a desperate crisis, and that food supply was running very short! The key to stretching rations was planning ahead. The government produced many leaflets and cookery notes on planning a week of cooking. A typical example is source F, a series of cookery notes produced by the Ministry of Food during the war. The source doesnt tell us specifically when it was produced. It is aimed at women, and is a relevant source of information for women on how to cook as well as saving as much food as possible. Source F tells us what was the typical weekly food rations offered to everyone. The source shows us what foods were available at the time. On the list there seems to be that dairy products are in short supply. This suggests that the farmers in Britain would not have had a good year of produce and that Britain hasnt been able to import any. Furthermore, the list plan shows that potatoes should be cooked everyday except Friday and Saturdays. This suggest that the amount of potatoes which were imported were of a very high number, and that farmer and people had been growing a wholesome amount in their back gardens. The government produced a lot of food and cooking leaflets during the war because it was beginning to run out of supply. The Nazis had gained so much control over Europe that Britain had to get its supplies from USA. This was usually a much longer journey, and Britain had to wait ages until ships reached the docks. The governments aim was to make sure women used each item of food wisely, and saved as much food as they possibly could. They tried to convince women to grow their own vegetables, as food was a weapon of war. But in the whole, rationing was a very clever way of distributing food in the country. 5. Study sources G and H. How useful are these sources as evidence about the role of women at work during the war? Source G is a popular song during the Second World War, which was probably sung by women in factories to boost their morales. It perhaps helped them to keep up with work, and to make them realise that everybody was on the same boat. The source isnt very reliable, as we dont know when it was written or who wrote it. Therefore anybody could have written this song, whether he/she was anti-war or pro-war. But what we can learn from this source is that many women had sexist attitudes. It is only a song about women. I think that the amount of propaganda the government produced, indoctrinated all the women into thinking that it was ONLY they who helped win the war, when in fact men also did play a vital part in the Second World War. I dont think this song is of any value. Its not reliable enough to be kept as a recollection of the Second World War. To me, the song sounds like a nursery rhyme. The language is very informal. The only good thing about source G is that it could cheer up women at work, boost their morales, it livens up the atmosphere at work. The bad thing about the source is that it isnt very useful. It doesnt tell us much about the role of women at work during the war. Its not informative. Source H is a recollection of a woman speaking about her experiences during the war. She was speaking in 1983. This source is very reliable as she is describing her personal experience of the war. She was in the war the whole time, and knew about the situation Britain faced. Source H shows a negative view of the land army. The womans account of the land army was negative. We had sausages everyday and They were horrible, may be a slight exaggeration of the truth. This may be a build up of all the bad things about the place she was at or where she came from. The source was written forty years after the event and this could have caused her to remember just the bad points and she could have forgot important points and made bits up. She has a bad view on physical labour this may be because she hasnt been used to it. Source H also tells us that travelling to work everyday was difficult. This woman had to bike eight miles to work, and then eight miles back. Women had to go wherever they were sent for work, and this would sometimes mean long tiring journeys. They didnt have the free will to work in one set place. Women working in farms were sent to one farm one day, and another farm the next. Moreover, this source tells us that some managers made their workers feel unwelcome. They werent treated with enough respect. They were given the same food everyday, horrible boiled sausages, which the woman describes, tasted awful! This source also tells us that women had a variety of jobs to do, from planting potatoes to working in forestry. The only weak point about this source is that it is only a recollection of ONE womans experience. Many other women could have the same view about the war as the woman from this source, and many other women probably have different views and opinions. Furthermore, this woman is speaking in 1983. Her memory was probably a little unclear and blurred. Source H alone, is a very informative and revealing source. If it were to be put together with source G (the song), then it would just be degrading source H. Source G tells us nothing; its just a song. We dont even know who wrote it or even when it was written. Source H alone is much stronger; it is very informative and useful in telling us how women were treated, and what they had to do at work. 6. Study sources I and J. Use the evidence of these sources, and your own knowledge, to explain whether the war brought lasting changes in the role-played by women in British society. The Second World War had brought many changes for women. They were required to participate in the war effort. They had a chance to prove themselves worthy, by involving themselves in the job industry. They gained a lot of respect, independence and confidence. They had become of major importance during the war. During the war government propaganda had insisted that women should play a full part in the war effort. Their labour was required in wartime industries and voluntary welfare organisations; their housekeeping had to be carefully considered and cheap to run; and above all they had to keep merry. They were not expected to complain in any way. Women had had a position to participate in their own right. With the ending if the war, priorities altered, and women were expected to return to their traditional roles as mothers and wives. Women found they had been laid off their jobs immediately after they had won the Second World War. A classic example is source I. A letter sent to the em ployees of Tate and Lyle in 1945, just when the war had come to an end. This source explains how men have come back from fighting in the war, and will need to be replaced by women. The letter is quite sincere, as it does thank women for working happily for last five and a half years. It shows how women have been used, and laid off work. Women were expected to go back, and adapt into their own lifestyles after working in civil organisations during the war. Through the period of the war, women learnt many skills and talents. Hard work had really payed off after winning the war, but women were disappointed, as they couldnt bring many lasting changes. Many women were offended, but not all jobs laid women off work. A few women still worked part time. But after the war, women werent needed to work, as few jobs were no longer required to run. Propaganda had so successfully influenced women into wartime jobs now changed way to convince them to stay at home. The same broadcasts and magazines that had previously told them how vital it was for them to work now told women how essential it was to be at home with their family. Source J is an advertisement, which appeared in the magazine Picture Post in November 1945. (Just after the war had ended). This advertisement is a blitz of reverse propaganda. It persuades women to go back to their conventional roles as housewives and mothers. It makes simple home life sound so pleasant, and convinces women that looking after your family is the primary priority for any woman. Some women would rebel against this, as they probably want best for their daughters in the future. They dont want their children to live through the same difficulties and hardship as they did. The education act in 1944 offered girls more opportunities. It was an attempt to create the structure for the post-war British education system. The act raised the school-leaving age to 15 and provided universal free schooling in three different types of schools; grammar, secondary modern and technical. Girls could now be educated suitably, and could use their knowledge for power, and confidence in the future. Great social changes did pursue soon after the end of the war with the introduction of the welfare state. Women also felt some changes, as they were treated with much more respect. Nevertheless, women didnt lose their confidence. Some women liked the idea of having a good rest, though they were also reluctant to give up what they had achieved entirely. Some women found their wartime independence didnt seem to survive after 1945, but they had greater self-assurance in their abilities. World War Two put the confidence and expectations of women high and the respect people gave them. 7. Study all of the sources. The writer of source K believed that the most important part played by women in the war effort was in the home. Use the sources and your own knowledge, to explain whether you agree with this view about womens contribution to the war effort. Source K is a paragraph from a history textbook written in the 1970s. The source doesnt tell us whether the writer experienced life in the Second World War. If he didnt, then I dont think he would have known exactly what it was like to be in a war. Only those who suffered during the war would know what it was precisely like to be involved in a war. The writer of source K believes that the ordinary housewife role in the home front helped win the war. I dont think the source is very reliable. It is more of an opinion stated in a textbook rather than a fact because most people would agree with it, and most people would disagree with it. All jobs done by women were important in their own respect. Source C suggests that many women did both. They worked in the kitchen front as well as war work. Source A also suggests that war work and the kitchen front are both vital. It is no longer a question of what is the most comfortable arrangement for each family. This suggests that family life at home also had to be altered, nothing could be thrown away, and everything must be saved for the war effort. Everybody had to help, and that no time could be wasted relaxing. The quote also develops into the fact that women had to take out precious family time by working in factories, armed forces, the land army, and many other recruitment organisations. Propaganda made war work sound challenging and rewarding and the life of a working girl exciting, independent- and even glamorous. There were some women who did skilled work such as farming and working in a forestry. However, as source H suggests, these jobs werent anything how the government had made them out to be. You often had to work extremely hard in an unfriendly environment. Source H implies that war work was tiring, and awfully difficult. As a result, I think these women would have preferred to be at home looking after their families, a not so challenging task! Another Kitchen front task women had to keep up with was rationing. Queuing for food, and then making the most out of it wasnt an easy mission. Source F talks about he hardships of everyone because everyone had to be involved in rationing. However the evidence isnt solid because there was a black market, and got people around this problem. Source F agrees with the views of the writer in source K. Both sources think that women working in the home helped win the war. BUT rationing wasnt enough; the government had come out with yet another task for women to do. They were persuaded to grow their own vegetables in their back gardens. Source D suggest that potatoes were a good vegetable to grow, as they were healthy. This meant that not only did women have to cook, clean, queue for food, go shopping, look after their children, and work in the war effort, they had to grow their own vegetables, plant them, water them and look after them. Source E suggests that women were keeping up with the kitchen front fantastically. It is a message telling women that they were doing absolutely fine, and to keep up with the excellent work. Working life in the home seemed very hectic for the average woman. Working in the home was just as hard as working in any factory, just as source H suggests. For some women, war work brought greater independence, the opportunity to train for skilled jobs and take pride in what they did. Source B suggests that war can bring a brighter future for women by asking for respect, independence and more freedom in return. Women wouldnt have been able to gain all this if they hadnt conscripted or volunteered into the work force. Out of war work, women achieved a lot of dignity, a changing role and a better future, not only for them, but for their children too. They played an important part in the work force too. It boost their confidence and self-conscious. Some women enjoyed working in the work force. Source G is a popular song that was probably sung by a lot of women in the work force. The song implies that women used to sing to keep up morales and that they were really determined to win the war. It also implies that the atmosphere at work used to be fun and merry. War work and kitchen work were inter-dependant. Both jobs, in and out of the home were vital to keep the country running. Jobs were of the same importance, they were both very hard to keep up with, but working in the factory and not working at home would be impossible. There would always be a little bit of cooking and cleaning to do at home. Working in the civil defence, or the armed forced was just as hard as struggling to feed and clothe your family. Without any income, a family cannot survive. Women had no choice but to work. Not only were they working for their childrens health and safety, they were also helping out in the war effort at the same time. Women were of high importance in whatever they did. Their contribution to everything helped Britain win the war!

HRM and Staff Turnover in the Hospitality Industry

HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe HRM and Staff Turnover in the Hospitality Industry HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe

The Silk Road Essays -- Chinese History

Long before there were trains, ships and airplanes to transport goods from one place to another, there was the Silk Road. Beginning in the sixth century, this route was formed and thus began the first major trade system. Although the term â€Å"Silk Road† would lead one that it was on road, this term actually refers to a number of different routes that covered a vast amount of land and were traveled by many different people. Along with silk, large varieties of goods were traded and traveled along this route both going to and from China. Material goods were not the only thing that passed along this path, but many religions were brought into China via the Silk Road. These topics will be discussed in detail in this paper. From Babylon in the west to Chang’an in the east and from Jada Gate in the north to Patna in the south, the Silk Road stretched over a wide space of the Asian and Middle Eastern countries. There was not one road or one direct route between the many stops between these destinations. The caravans that traveled the Silk Road mainly skirted the Taklimakan desert, also called the â€Å"Land of the Dead† by the people in that area. Nomadic tribes traveled from oasis to oasis, often with little or no protection from bandits. These bandits were accustomed to engaging in raids on the merchants that used this route to trade with other countries, attacking and stealing from the merchants and later selling what they acquired in this nefarious manner. It is important to note that while the deserts were a challenge to navigate, the highest mountain ranges also made travel difficult. Many of the people who used this trade route never traveled far, but instead traded goods many times between merchants. It is because of these ... ...hina as well. Along the Silk Road, Buddhism, Christianity, and Manichaeism also migrated towards the east. The Silk Road supported trade of goods and services and the spread of ideas and religions, beginning the shrinking of the world to the relatively small place it has become in our time. Works Cited Wild, Oliver. Department of Earth System Science; University of California Irvine, "The Silk Road." Last modified 1992. Accessed March 31, 2012. http://ess.uci.edu/~oliver/silk.html. Lendering, Jona. LIVIUS Articles on Ancient History, "Silk road." Last modified 03/30/2012. Accessed March 31, 2012. http://livius.org/sh-si/silk_road/silk_road.html. Major, John. Asia Society, "Silk Road: Spreading Ideas and Inovations." Last modified 2012. Accessed March 31, 2012. http://asiasociety.org/countries/trade-exchange/silk-road-spreading-ideas-and-innovations.

Diana Ross :: essays research papers

Diana Ross Diana Ross was born in 1944. Emerging from the housing projects in Detroit to become an international superstar, she gained prominence first as a member of the supremes, then as a solo artist. The mention of her name evokes the indelible image of the broadly smiling diva, the long hair, sequined gowns, etc. Ross first recorded on the small lupine label in 1959, as a member of the Primettes. The group signed to Motown in1961, and later changed their names to the supremes. In 1963, all the singles released by the supremes featured Diana Ross as the lead singer. That year they first hit the top 40 with â€Å"when the love light starts shining through his eyes†. In 1964 the supremes single â€Å" where did our love go† began a run of five consecutive #1 singles. Thereafter where a series of #1 hits such as, â€Å"the happenings†, â€Å"baby love†, â€Å" stop! in the name of love†, â€Å" you can’t hurry love†, and you keep me hanging on†. Someday well be together was Ross’ last hit with the supremes before going solo. Ross moved to California to launch her solo career. Her reworking of the Ashford and Simpson standard â€Å"ain’t no mountain high enough† became their first #1 hit as a solo artist. In 1971, Her first child Rhonda was born later announced as berry Gordy child (the founder of Motown). Ros married her first husband, Robert Ellis Siberstein, a union that produced two children, Tracee (from girlfriends) and Chudney Ellis. In 1972 Diana Ross made her first debut portraying the late jazz singer Billie holiday in â€Å" lady sings the blues†. The film was successful, and Ross was received an Oscar nomination for her performance.

Dell case Essay -- essays research papers

Case comprehension Dell Computer Corporation was founded in 1984 by Michel Dell, as a result of a growing demand for his pre-formatted hard-disks and upgraded IBM-compatibles. Within a year, Dell introduces its first own-design computer system and in 1989, the company introduces its first laptop. The first laptop introduced did not live up to the Dell standards, and was therefore taken off the market again. Dell had to solve the problem of balancing the production of laptops, desktops and servers. On the laptop market, which Dell was committed to re-enter due to its growing customer base, there were a number of technological problems. Dell had hired John Medica, lead developer of Apple computer’s Powerbook line, and according to him, only one of the laptops being developed would be able to compete on the market. However, it would take some time before it was fully developed, so Dell had to reject their customer’s demand for laptops. In doing so, Dell made the customers understand that it would not take forever. Dell’s way to approach the fact that the company was not able to fulfil the customers wishes, was through honesty. The question was whether this strategy was an advantage for Dell or not. The brand â€Å"Dell? which serves various consumer segments, is efficiently delivering attributes such as good quality computers along with operative support services. Dell takes position in direct communication with customers and delivers build-to-order computers. The value created by using the direct model to sell customized products and by providing on-site service ranked Dell between market leaders IMB, Compaq, HP. It represents good performance machines at a reasonable price as well as unique and distinctive â€Å"Direct Model? while targeting corporate, medium and small sized businesses and home office consumers. The advantage of a strong brand, investment in R&D and direct communication with the customers could successfully lead the company into the laptop market. However, the laptop market differs from the desktop market in a number of ways. For Dell the main problem will be the manufacturing process. When producing laptops, most parts will be delivered by suppliers and Dell just ads the last parts. This limits the degree of customization possible and since one of Dell’s most important distinguishing features is computer customization, the company risks not att... ... company’s desire to experiment without being afraid of taking risks that could bring failure as well. The IT industry is ever changing, and being innovative is a must if a company wishes to be successful. ?Weaknesses - The need to form market share in the laptop market from nothing. - Reentering the market causes further production costs (investments in new technology, new specialized employees, restructure assembly line and etc.). - Lower degree of customization that is possible for laptops and this in turn limits Dell’s ability to produce customized laptops which is its main feature of success. ?Opportunities - Company’s expansion to new market. - New potential customers and the need to redeem lost customers in terms of laptop production keeping in mind previous failure. - Possibility to take advantage in delivering products faster and providing service in competitively effective manner. ?Threats - Facing already well operating and widely spread competitors. - Other companies are adopting Dell’s direct model - Dell is losing its uniqueness. - The threat of rejection to buy Dell’s portables, because some former customers are prejudging Dell as producing low-quality laptops.

Jasper Jones Essay Essay

Introduction Although fiction texts are simply narratives, they can also reflect a particular time and place. The novel Jasper Jones written by Craig Silvey follows the character of Charlie, the thirteen year old protagonist, who is forced to rethink his traditional notions of right and wrong, through his friendship with Jasper Jones. The novel highlights Australia’s attitudes towards foreigners and Indigenous people. The small country town held strong beliefs about the value of sport but also the lack of education. Jasper Jones is marginalised in society due to his indigenous background causing him to be the first to be blamed for any matters of trouble. In the novel Jasper Jones written by Craig Silvey the dominant beliefs of society and racist attitudes towards indigenous people are reflected. ‘He’s the first to be blamed for all manner of trouble.’ As Jasper is indigenous he is being stereotyped as being a troublemaker. This puts the reader in a position to picture him as exactly that and might cause Jasper to act up like that. The readers consider Jasper to be questionable and unreliable. The town’s pre judgements of Jasper and his bad reputation cause him to be blamed for crimes he often does not commit. ‘Jasper jones is right. Of course this town will blame him.’ Through Charlie’s narrative point of view we are given an insight in to what his thoughts on this issue are. Of course the town will immediately assume the death of Laura was him. Jasper is being judged unfairly. Readers are put in a position to understand the town are hypocritical and judgemental of Jasper even though he has done nothing wrong. The town hold these assumptions based on his Indigenous background. The white dominated small country town in Australia highlights the lack of value placed on multiculturalism as shown through the treatment of the Lu family. In the novel Jasper Jones written by Craig Silvey the mistreatment of foreign cultures is evident in Australia 1960’s. ‘But Sue Findlay hadn’t finished. Jabbing her finger, she screeched the most horrible words, the nastiest things imaginable, her voice uneven with tears, her eyes crazy.’ During the time the book was published the Vietnam was happening and many  Australians had been sent over to fight. Sue Findlay has been used as a representative of the town as Mrs Lu is picked on and marginalised by the town. Sue is blaming Mrs Lu for the conscription of her son in the Vietnam War, as she was Vietnamese. It focuses on the issues of racism present in Australia society during the 1960’s. ‘I can hear them shouting: Red rat! Fucking red rat!’ These extremely racist and derogatory comments made about the Lu family reflect the racists attitudes held by the citizens of Australian during the 1960’s.the towns’ people were very abusive and did not accept any success associated with the Lu family very well. It clearly shows their lack of value placed on multiculturalism and respect towards others. Australia had a very critical attitude towards foreigners. The small Australian country town represents the dominant beliefs of 1950’s Australia regarding masculinity and sporting ability. In the novel Jasper Jones by Craig Silvey highlights the social issues associated with sport and culture. Charlies’ lack of sporting ability makes him a minority and highlights the value of being good at sport and also the lack of value towards academic achievement. ‘I’m lousy at sport, and better than most at school, which garners me only ire in the classroom and resentment when report cards are issued.’ Charlie is picked on at school merely for his intelligence. Charlie receives goods grades and is intellectual rather than athletic. In the town of Corrigan where sporting ability is highly valued he is somewhat viewed as an outsider. Sport is the social currency. Their hierarchy based on their skill with a ball. ‘They’ll surround him and scruff at his hair in celebration, they’ll applaud and pat his arse, but once the game is over, the pattern returns.’ Jasper although is looked down upon due to his Indigenous background is viewed as any other normal person during a game of football. It is evident that in the Australian 1960’s, the society held the value of sport higher rather than their views on Jasper and his background and their racist attitudes.

New Jersey Insurance Company Essay

1. In what ways does Mr. Somersby control the operation of the sections of his division? In what ways does top management control the operations of the law division? Mr. Somersby controls the operation of the division by requiring reports from each section of his division. Which such reports he was able to monitor the performance as well as the expenditures of each section. The law division has about five sections to which two of them seem more crucial than the others. This is because such section handle accounts that can either make or break the financial status not only of their division but of the company as well. Because of the importance of such sections, Mr. Somersby conducts conferences with the sections in order to determine if there are any problems during their operation and to prepare for future developments. The top management controls the law division by monitoring the financial standing of the division through the required reports that they acquire. They screen discrepancies and questionable differences in cost through comparison with the division’s previous financial report. They are able to do because of the established standard they have set from their years of experience [most of the employees have been retained due to their costly training. Thus, hiring of new employees are avoided unless needed] and frequent transactions in their â€Å"routinary† operation. They require the division to set budgets, and monitor their projected costs from their incurred cost. The same goes to Mr. Somersby. When large deficits are detected they questions such occurrence in order to justify the incurred cost or to make certain actions for the situation to desist. 2. What possibilities for improving control, if any, do you think should be explored? Since budget plans seems to be crucial in their company, they should try to establish more definite parameters for their reports especially for the corporate loan division. They should incorporate the factor of TIME with their reports. For doing almost â€Å"routinary† transactions and for handling such situations for a longer period of time, the examiners should have a clearer gauge as to how long their transactions would be. By sending reports on a timelier manner they would be able to have more reliable figures for their budget estimates. As for larger accounts [like  those of the corporate loans], they should also try to consider not only outsourcing on the legal matter but for investment matters as well. They could consider hiring consultants that have a larger network in these matter in order to have a broader reference in the evaluation process. These financial experts might be able to help them more in accessing mortgages, company and individual net worth and the market standing of any investment. With this, just like on legal matters, these too can be a form of marketing, because they can claim to have a more reliable service because of the presence of financial experts that are not tied with their company. [Thus unbiased reports and projections]. They should also coordinate with the government in some cases so that they could keep track and prepare for any policy changes in their area that might affect the prices of their resources but that of their needed inputs as well. 3. As Mr. Montgomery, what comments would you make and what questions would you ask Mr. Somersby about the performance of the two sections of the law division for the first 6 months of 1987? As Mr. Montgomery, my comments for Mr. Somersby would be as follows: There have been huge deviations on the projected budget and the actual budget of the law division. More particularly, the individual loan section has incurred most of those deviations. From the figures, it seems that the corporate loan section had lesser number of transactions compared to their previous year. It seems that the individual loan section has employed an outsider which is different because their division has carefully trained and well experienced examiners, and has not required to have one from the previous years. The questions would be as follows: What are the reasons of the over budget?  What are your plans in order to prevent your division from incurring these deviations? Why was an additional labor for the individual loan sections made? How come the budgeted number of employees was 26 and the actual number of employees was 24? Since, employing additional labor for the individual loan section happened, is there a need to employ a new permanent worker? Were some of the people from the corporate loan section laid off? Are there any management problems in the corporate loan section? Have you considered employing financial experts instead of outsourcing them? What would become of the division then?