Reality Of Death Essay

Reality Of Death Essay Reality Of Death Essay Reality of Death As time has progressed, people in this country have become less and less immune to the reality of death. Due to this, life does not seem as valuable to some as it does to others. People don’t always think about the consequences death has on people and how it affects them emotionally. No matter who is being killed death will always have a negative affect on someone, as seen in the visual of Pei Xia Chen; wife of Officer Wenijan Liu is deeply saddened by the death of her husband. When a person is killed it only leads to heartache, heartache that will slowly eat at a person and tear them down day by day. Though death sometimes seems small because it has no direct relation to the viewer, it will always be a monumental incident in someone else’s life because that’s the reality of death. Unfortunately death is not inevitable, it will eventually play a role in everyone’s lives. Sadly death can happen for some sooner than it will happen for others, and no matter when or how death happens it will always be out of the person’s control. Unfortunately death can also be the result of murder, whether premeditated or even spontaneous. For Officer Liu death was not preventable, his attacker Ismaaiyl Brinsley had a plan to murder any police officers that he came across. A plan that would turn a beautiful sunny day in New York into a dark gruesome crime scene. The visual is surrounded by darkness, darkness that was created by the brutal murders that took place, and a darkness that laid rest over New York for weeks as everyone tried to make since of the killings. The overall vision for the photograph was darkness and sadness, photographer Carlo Allegri wanted to show how death is a very tragic and sorrowful time that nobody should have to go through, not even the families of officers that are here to protect and serve. Often times at funerals family, friends and other visitors wear black to help mourn the dead Mrs. Chen is no exception to this rule. She is wearing a heavy jacket that is black as a cold winters night, black is the absence of all colors, and death is the absence of all light. When Mrs. Chen wears black she is showing that black is permanence, as is her husbands death. Nothing she can do nor say will bring Officer Liu back from the dead, all she has to hold onto are the memories she has with him. Also in the visual, almost in the direct center you can see Ms. Liu wearing bright white gloves holding a candlestick. Candles are often lit at a funeral service because light is pure as if it were to re-nourish the life of someone who has passed. Same with the bright white gloves, readers can infer that the purity of the candle should be handled with the hand of someone that is also pure. Also showing aspects of purity viewers can see the portrait of Officer Wenijan Liu. The picture that Mrs. Chen is holding was the picture that Officer Liu took as his headshot for the New York Police Department. Officer Liu can be

The Boldness Of Courage Essays - Salem Witch Trials, The Crucible

The Boldness Of Courage Essays - Salem Witch Trials, The Crucible The Boldness of Courage ?You?re the Devil?s man!? (118), Mary Warren cried out when she accused John Proctor of working for the devil. Courage is defined as mental or moral strength to face danger without fear. This is supported in Arthur Miller?s The Crucible. Throughout the Salem witch trials in the 1600?s, courage was that good people held in to, even through the toughest times. To illustrate this, an example of someone with courage is John Proctor. Proctor is a farmer with a wife, Elizabeth, and three young boys. He quietly suffers from guilt caused by an affair he had with a young woman named Abigail Williams. He is contrite and solicitous in his wife?s presence, and he yearns to regain her respect. John shows his courage when he has to make a life and death decision to lie and say that he is involved in witchcraft, which will prevent his execution, or to deny being a witch and be hanged. Proctor, after being questioned by Judge Danforth about being involved in witchcraft, stated that he was. Danforth was then having Proctor sign a confession, but he argued with Danforth saying, ? I have confessed myself! Is there no good penitence but it be in public? God does not need my name nailed upon the church! God sees my name; God knows how black my sins are!? (142). When Danforth would not give up the argument with Proctor to sign the confession, he asked, ?Then explain to me, Mr. Proctor, why will you not let me have it? ? (143), Proctor answered, ? Because it is my name... Because I lie and sign myself to lies!... I have given you my soul; leave me my name!? (143). Danforth then explained to Proctor, if the confession was a lie, he would not accept it. Proctor, with his breast heaving and his eyes staring, he tore the confession and crumpled it up, while he wept in fury. Danforth then ordered for him to be hung ? high over the town ? (143). John Proctor showed courage for his friends and family and by doing it, helped put an end to the unfair courts of Salem. Another good example of with a good deal of courage is Giles Corey. Giles is a 83-year old landowner who is sturdy, mettlesome, and fiercely independent. He?s unenlightened and pig-headed, but at the same time, warm-hearted and undaunted. He reveals himself to be a great man of awesome courage and will when he would not answer ?aye or nay to his indictment? (135). When Elizabeth Proctor was telling her husband, John, about it, she explained, ? great stones they lay upon his chest until he plead aye or nay. They say he give them two words. ? More weight?, he says. And died. ? (135). Giles Corey?s wife, Martha, and all of his friends, had already been convicted of witchcraft, so he had probably decided that he had nothing to live for. Giles humbly protested the one-sided courts by sacrificing himself as an example to his friends to stay strong and to not give up in what they believed is wrong. John Proctor could have easily used Giles Corey as an example, because Proctor learned of Giles? death before he had to make his decision of confessing or being executed. The next courageous person in The Crucible is Reverend John Hale. Reverend Hale is the church authority on demonology. He is summoned to Salem to find out if Reverend Parris? daughter Betty, who is suffering from an unexplained illness, has been hexed by witchcraft. Reverend Hale is proud of his scholarly expertise, and is glad to come to Salem to give his professional input on the situation. He displayed acts of courage when he got extremely frustrated about how unjust and ridiculous Danforth and the trials were, so he stood up and yelled, ? I denounce these proceedings, I quit this court! ? (120). Reverend Hale then comes back later to help those convicted by trying to persuade them to confess and live, rather than be hanged. By doing this, Reverend Hale shows great moral courage. He gives up everything he has worked for in his demonology career by going against the court, and trying to persuade innocent people to confess because he feels horribly responsible for bringing the hysteria to Salem. Reverend Hale is one of

With reference to the issues of International Essay

With reference to the issues of International Justice,Torture,Landmines campaign, Lesbian&Gay Rights examine how the UN Charter - Essay Example 324). IGOs engage in treaty-making; encourage international lawmaking to become democratized by including more states in making treaties, not just the civilized states; instigate and enforce international law; and empowering NGOs and other non-state actors to act in advocating for victims of human rights abuses (Alvarez, 2006, pp. 324-335). States rely on IGOs to fulfill their national goals, and are constrained by these organizations. Moreover, state participation in IGOs often transforms the internal structure of the governments involved, such as when they induce states to establish medical authorities to respond to requests by the World Health Organization, and induce states to give effect to its warnings on global warming (Alvarez, 2006, p. 335). Non-governmental organizations are other actors on the global stage. NGOs are organizations that bring out the facts about human rights abuses, as well as contribute to setting standards regarding the implementation, promotion and enforc ement of human rights norms (Steiner & Alston, 1996, p. 456). Because governmental agencies might be hesitant to call out other governmental agencies, for a range of reasons that concern diplomacy, NGOs are considered to be a necessary part of spreading the word about human rights abuses, and advocating for reform.... Among these organizations are labor unions, consumer unions and industrial associations, which advocate for economic concerns; racial, gender and religious groups; groups that are issue-oriented, such as environmental or educational organizations; groups that advocate for the elderly or the young; public interest groups who may be for universal health care or against corruption; etc. (Steiner & Alston, 1996, p. 457). NGOs have a variety of strategies at their disposal, as far as the reformation of human rights abuse. One strategy would be to use the country’s domestic law. This has the advantage of being politically expedient, as using a country’s own law is seen as carrying more politically clout than using an international standard, as using international standards are often seen as intrusive to a country’s people. However, oftentimes countries might not have very progressive domestic laws when it comes to human rights. In that case, a better strategy would be to use international standards to attempt to make that country reform (Steiner & Alston, 1996, p. 458). NGOs must be impartial to be effective – in other words, they must not be affiliated with a certain political party. In other words, the group cannot be beholden to one particular party, or else that group will not investigate abuses perpetrated by that party. This was a concern in Nicaragua, where there were many groups who claimed to speak for human rights, then actually these groups were a shill of one party or the other, and each party was using these groups as a weapon against the other party (Steiner & Alston, 1996, p. 459). Consider the evolution of the notion of INTERNATIONAL CRIMINAL JUSTICE and the creation of the ICC as a case study to assess

Disney Summer Internship Training Program Evaluation Essay

Disney Summer Internship Training Program Evaluation - Essay Example Reaction – This is how the learners reacted to the learning process. The reaction in this case might be positive or negative. 2. Learning – This step tries to gauge the level at which the learners acquire knowledge and skills. 3. Behavior – This step seeks to find out what changes in the job performance were as a result of the learning process. 4. Results – this step concerns itself with finding out the results that arise from the learning process in terms of increased efficiency of operations and improved production and quality. (Kirkpatrick, 1959) This model is relatively important as it provides a valuable tool in the process of planning, trouble shooting and evaluation. But though this level is used for training purposes, the model can also be used for other applications in the learning processes such as informal learning, education and development (Nadler, 1984). Kirkpatrick wrote that his objectives would be related to the traditional classroom progr ams, the most general form of training. He further stated that many of the procedures and principles can be applied to all manner of training activities that includes participation in outside programs, performance review, planned instruction, and the comprehension of selected books (Craig, 1996). This paper would seek to evaluate the Disney Internship training program plan. In the paper, the plan will be weighed according to Kirkpatrick's model to find out what changes should be made to the plan, if the objectives of the plan were achieved, the strength and weaknesses of the plan, to identify the people that should participate in future programs, what participants benefited the most and what changes, if any, should be made to the program to make it better. The objective of this training plan is to increase the quality of service provided by interns through the dissemination of knowledge to them that they can use and apply to their workplace to improve their efficiency and productivi ty. Another objective of the plan would be to increase the number of students who would come back to the organization to work as full time employees. This is because, after the intern training program, they would have been introduced into the working world and trained as full level employees. Further, the plan will introduce a seminar course so as to enable the interns to share in the culture of Disney. This is whereby the interns will be introduced to the various activities that go on in the organization. This will fast track their intake into the work force of the organization, boosting their individual confidence and the overall performance of the organization. The plan would also enable the interns to network with the managers and high level employees of Disney and this will open up even more opportunities for them. The training methods in this training plan will include the use of the standard in-class training alongside other techniques of training including the use of simulat ions, behavior modeling, mentoring, on the job training and job rotation. These various methods of training will aid the intern in mastering the necessary skills required for the job. These methods of training will guide an individual more comprehensively as it seeks to not only impart the knowledge needed, but also to give a hand on approach to tackling the job. Using this plan will improve the efficiency of the intern in retaining the skills imparted. Job

Direct and Indirect Qualitative Research Procedures Essay

Direct and Indirect Qualitative Research Procedures - Essay Example Qualitative Research: This allows exploring even the traits like attitudes, perceptions or beliefs. Such research activity requires in-depth study of the subject. Albert Einstein once said, â€Å"Not everything that counts can be counted, and not everything that can be counted counts†. The qualitative research is meant to take care of such situations actually. Quantitative Research: This type of research calls for mathematical modeling and analysis of data collected during the process of research. It is more structured than qualitative and calls for quantification of data together with generalizing the results. Talking about the comprehensive approach adopted during a qualitative research activity, Myers (2002) stated, â€Å"In communicating or generating the data, the researcher must make the process of the study accessible and write descriptively so tacit knowledge may best be communicated through the use of rich, thick descriptions†. The qualitative research, in turn , is further divided into two types namely; Direct research and Indirect research. Though at times, both these types appear to lead in a similar direction, yet the procedures with which research is carried out often brings out many differences amongst these two types. While comparing these two approaches we find that; The direct approach to qualitative research is a non-disguised method while the indirect approach happens to be somewhat disguised. Qualitative research has the potential to go into different aspects of the subject in detail.  ... The difference is more apparent in the figure shown below; Qualitative research has the potential to go into different aspects of the subject in detail. Meredith et al (1989) feels that often research of this kind lends itself to the semi-structured, open ended type of interview to enable interviewees to expand on what they consider to be important and to frame those issues in their terms. In direct qualitative research in-depth interview is the norm. The focus group approach requires that we prepare a focus group well in advance to carry out the research. The group is prepared with the help of a selected few research participants. This is more like a brain storming session. The topic is discussed amongst the focus group with the help of a moderator from amongst the focus group participants only. Subsequently, the group interview is conducted and a final report is prepared by the researcher based on the outcomes of the discussion. On the other hand the depth interviews imply that one-to-one interviews are held amongst the researcher and the research participants. The researcher is supposed to solicit information from the research participant during the interview and accordingly prepare the databank. Burgess (1982) points out that such interview allows the researcher to probe deeply in order to find out 'expansive' responses, which often helps in uncovering previously unknown details so that a direction is also provided to future researchers. In the indirect method on the other hand the research participants are encouraged to come out with their own versions and understandings about the issue/s being taken up by the researcher. The respondents are supposed to 'project' their feelings or attitudes about the situation. In direct qualitative

Human Resources Management In Small and Medium Enterprises Essay Example for Free

Human Resources Management In Small and Medium Enterprises Essay Introduction Competitive advantage to a firm accrues from the judicious employment of three basic types of resources, namely Physical Capital Resources, such as Finances, Plant and Equipment Organizational Capital Resources – Structure and systems in the organization Human Capital Resources, which include the skills, competencies, experience and intelligence of employees.[1] Human resources are among the most important resources that an organisation utilises and hence its importance to any organisation can be easily understood. Small-to-Medium Enterprises (SMEs) are no exception to this rule, although this aspect is frequently lost sight of. This paper examines the role and importance of Human Resources in SMEs, and compares SMEs from two different cultural backgrounds – Taiwan and the UK. Role of Human Resources in SMEs The study of human resources management in SMEs needs to be strongly encouraged. CEO/founders in SMEs view human resource management decisions as very important to the growth of their enterprises[2]   A study into the perception of important HR issues in small organizations showed that top six issues were wage rates, availability of quality workers, government regulation, training, benefits, and job security[3] The role of Human Resources in SMEs is to contribute meaningfully to organisational objectives in a flexible and demanding environment. Lack of strategic employee management is widely accepted as characteristic of small enterprises. Decision-making has been perceived to be of relatively short-term nature compared to larger organisations, making small enterprises more flexible and less conflict-prone. At the same time, this also means that the advantages of long-term planning such as greater efficiency and effectiveness are lost. On the human resources front, this means that such organisations tend to have reduced capability to attract, retain and motivate the best human resources. This becomes important in view of the fact that out of thousands of small businesses that are established every year, only a few manage to survive in the long-term. While long-term planning and HR strategy are not the only reasons for this, they are among the important reasons. Hence an examination of the HR function as a strategic part of business, and its relevance to long-term planning, is in order. In addition, the role of recruitment and selection, training, and performance management, are also relevant to any discussion on the role of human resources. Planning and Human Resources Management Strategic planning for the organisation needs to be linked to individual goals. In turn, this means that the job design should take into account the long-term objectives of the organisation. â€Å"A framework for strategic management incorporating HRM involves developing a mission statement that answers questions of what businesses the organisation is in; determining goals that are general and long term; and establishing objectives that are short term and measurable. It should also encompass a complete SWOT analysis that incorporates HRM as a functional unit of analysis.†[4] One of the essential requirements of Human Resources Planning is proper job design. Human resources planning involves the matching of the knowledge and skills that are likely to be required in future with those that it has or will have. Human Resources Planning will help the organisation to estimate critical resource requirements, plan training and development needs, and link individual goals to organizational objectives. Job design involves specifying the characteristics of the job and the requirements such as skills for performing these jobs. Job design will thus provide the framework for a host of HR planning activities that can be linked to organizational objectives.[5] Recruitment and Selection Once the plans of the organization are clear the next important issue that any organisation needs to address is to get the right staff to implement the plans. â€Å"Surveys indicate that about 25 per cent of small businesses view the lack of qualified workers as a threat to their expansion and very survival.†[6] The problem assumes particular importance in the case of small enterprises because they almost always have a problem in attracting and retaining the best talent. This is partly due to the fact that they are unable to compete with larger firms for quality staff, because it is impossible for them to match the rewards and prestige that come along with positions in larger firms. Additionally, smaller firms have a reputation for being oriented towards a ‘hire and fire’ culture. Training Once the plans are clear, and the recruitment of the right people has been completed, it becomes necessary to motivate the staff, as well as to enable them to perform their tasks efficiently. This requires periodic training of the employees. Training is important in the case of small enterprises because they are more prone to changing environments and higher attrition rates. This makes it necessary for people to be more flexible, and to be trained in all aspects of the business. While the need for training of staff is thus greater in the case of a small enterprise, it is also accompanied by greater constraints that make it more difficult for these organisations to implement training programmes. Small organisations face two constraints in t his respect: Their budget for training may be more limited, and they may lack the necessary resources to carry out such training It is more difficult for small enterprises to spare their people for training programmes. In spite of the above limitations, however, small enterprises need to concentrate more on training, as it is an investment that needs to be done. â€Å"It has been suggested that top performing companies are distinguished by their higher spending on training and development.†[7] Performance Management Performance Management â€Å"includes work and job design, reward structures, the selection of people for work, the training of these employees, assessment of work performance and policies associated with rewarding and improving performance.†[8] Performance Appraisals are an important part of Performance Management and are useful in improving performance, assist HR planning, and identify development needs and potential for promotion. Small businesses, in general, lack a formal performance appraisal system. The disadvantages of not using structured and formal appraisal systems are that appraisals, and the consequent rewards, are often subjective, and may promote greater dissatisfaction. Consequently, appraisal systems and Performance Management play an important role in determining the alignment of HR planning with organisational goals, and ensuring that a proper climate is available for the achievement of the objectives. â€Å"In developing formal performance appraisal systems, small businesses not only are able to ensure that performance management may become strategically aligned with organisational goals, but also increase accountability, decrease under-utilisation of human resources, address concerns of productivity, and decrease employees’ concerns about fairness and accuracy.†[9] In addition, the salaries and rewards that are offered as part of the employment and the management of diversity within the workforce are important considerations for any organisation. These have a greater significance in the case of small organisations. As can be seen from the above, the role of Human Resources management in small organisations is an important one that needs to be well understood and implemented with care. One interesting extension to the role of HR management in small to medium industries is the use of Balanced Score Cards, which are normally viewed as the exclusive tool of large industries. The Balanced Score Cards approach shifts the focus to long-term growth, and includes measures of operational efficiency, customer satisfaction and employee related measures. The Balanced Score Card method thus includes a part of HR Management to assess the overall performance of the organisation. In a case study that included three SME organisations, Gumbus and Lussier present some interesting conclusions that have significance for the HR function in SME companies. The cases also serve to highlight the importance of HR in SME companies and the link between performance and HR. One of the three companies cited in the case is Futura Industries, an international company based in Clearfield, UT with 230 employees. It has over 50 years of experience in aluminium extrusion, finishing, fabrication, machining and design. The company believes that the two competitive weapons that put them ahead of competition are â€Å"their ability to hire and retain the best people and their devotion to the customer.† Futura’s President, Susan Johnson’s belief that committed and loyal employees make the difference has led the company into using the Balanced Score Card method. In the words of Ms. Johnson, the company â€Å"had all the financial metrics, lots of customer measures, and got ISO accredited three years ago †¦ but it is our employees that differentiate us from all other extrusion companies.[10] A Comparison of SMEs in the UK and Taiwan A study by Lin found that successful SMEs in Taiwan place greater emphasis on soft skills and attitudes rather than on hard skills. He infers that SMEs in Taiwan seemed to have a better grasp of its human resources.   â€Å"Whenever SMEs modernize equipment, alter production processes, revise compensation policies, and engage in other reorganisation activities, they take pains to handle employees responses and feelings with special care and invest heavily in skills development.â€Å"[11] According to Hu, the Human resource scenario in Taiwan is characterised by abundance of entrepreneurs and availability of high quality professionals. Hu traces this to the importance laid on education by Chinese, and the large-scale injection of high quality human resource into the island in the aftermath of the retreat into, and subsequent withdrawal from, Taiwan of the KMT government. In addition, the Taiwanese population has inherited from its ancestors the qualities of â€Å"hard working, brotherhood, strong family ties, competition, and similar attributes that form the basis for strong family businesses.†[12] According to McKenna Beech, the following values characterise the Asian HR scene[13]: Politeness and courtesy Emphasis on personal relationship Not losing face Harmony- avoidance of open conflict Predominance of group interests over individual interests Discipline and respect for authority and for elders Normative, rather than externally imposed control Trust and mutual help in business relationships Centralisation and authoritarianism As against the above, the HR scenario in Europe is characterised by the following features[14]: Pluralism as against unitarism Collectivism and social orientation instead of individualism, with the emphasis being on national, rather than individual, interests Legal framework: firing is more difficult Social Partnership: Employment security, protection of workers’ rights, and representation of workforce through trade unions. Social Responsibility: Concern for environment and other social obligations Tolerance for diversity Recognition of complexity and ambiguity. The characteristics enumerated under Asian values represent the Taiwanese scene, and the scenario in Europe is representative of the UK. From the above, it can be seen that the SMEs in Taiwan are formed with reliance on individual assistance, based on respect for authority, with trust and mutual relationships as the supporting factor. In the UK, and other European countries, it is the legal framework that gives the necessary assurance and support to the business rather than trust. In Taiwan authority is enforced, and followed, because it is natural to the culture. In the UK, the legal aspects are augmented by collective bargaining with a recognized trade union to achieve this purpose. Taiwanese take great care to handle employees’ feelings appropriately whenever major decisions need to be taken. This is replaced by collective bargaining and more formal communication in the UK. SMEs predominate in Taiwan, whereas larger firms represent the more prevalent form of business in the UK. SMEs constituted 99.43 percent of Taiwans total manufacturing firms in 1954, the highest level ever recorded; 95.26 percent in 1976, the lowest; and 98.07 percent in 1996. Among them, the smallest firms, employing fewer than 10 persons, accounted for 90 percent of all firms in the manufacturing sector in the 1950s.[15] On the other hand, SMEs generate roughly one quarter of the GDP of the UK. The generation of employment by SMEs varies from sector to sector, the highest being in the construction sector with 84% of the employment being generated by this sector. The SME sector, which was declining up to 1970, picked up momentum thereafter, and showed a rising trend till 1994. Since 1994, the number has remained constant.[16] As can be seen from these figures, the SME sector is less dominant in the UK than in Taiwan. Why Human Resources are important in firms The resource-based view of organisations explains variations in firm performance by variations in firms human resources and capabilities[17] Firms can gain competitive advantage by generating specific knowledge and skills that are difficult to imitate. This can be achieved through human capital development. The importance of Human Resource Development in small firms is thus self-evident – they help the firms to succeed by being competitive. In a study of more than 100 small enterprises in two towns from Germany, Rauch et al found that â€Å"human resources are essentially important and an optimal utilization of skills and knowledge increases small business growth.† [18] In order to harness this important resource and ensure it gives the best returns, an organisation needs to select its employees with care. It is expected that as firms grow, the skills and abilities required to perform various functions and activities no longer would be available from the familiar and informal recruitment sources preferred by the owner-manager[19] Apart from recruitment, other functions such as Training and Development, Performance Appraisal, and formal procedures and documentation help the organisation in improving efficiency. According to Kotey and Slade, â€Å"Benefits of formal HRM practices include meeting legal requirements, maintaining records in support of decisions in the event of litigation, treating employees fairly, and increasing efficiency.† [20] A study by Kotey and Slade involving more than 1300 small firms in Australia showed that as firms grow they tend to introduce formal HR practices and procedures. In the words of the authors, â€Å"While the analyses show that a significant percentage of SMEs implement formal HRM practices with growth, HRM remains informal in the majority of firms, particularly in small firms. It could be that implementation of formal HR structures and procedures necessary to support growth differentiates successful from unsuccessful SMEs.†[21] In a small organisation, people need to be more flexible and undertake a greater variety of jobs. This needs both motivation and skills. In turn, many employees may get better exposure and greater opportunities to learn and shoulder higher responsibilities in a small firm. All of these underline the importance of Human Resources Management in organisations, particularly small firms. The HRM model is â€Å"composed of policies that promote mutual goals, influence, respect, rewards and responsibility between employees in the organisation.†[22] These policies are promoted by practices such as team working, aligning performance objectives with organisational goals, and a flat organisation structure, all of which can be achieved only through a proper Human Resources Management in the organisation. Survey Research findings have confirmed the theoretical position with the conclusion that good HR systems is a source of competitive advantage. One study has shown that higher performance in a number of areas is correlated to good HR systems and practices. Companies that had significantly higher ratings on their HR practices also reported better market value, higher accounting profits, higher growth rates, better sales per employee, and lower employee turnover. Another study has found that newly started companies had a better survival rate if they had good HR practices. The probability of survival was found to vary by as much as 42% between the firms with the best HR practices and rewards, and those with the worst. Yet another study found that performance of the organisation was strongly linked with practices such as acquisition and development of skilled people, better job design, better autonomy, and positive employee attitude. All these studies clearly show that good HR could positively impact organisational performance practices, highlighting the importance of Human Resources in an organisation. Apart from improving performance good HR practices result in lower costs, while poor practices increase the costs to the organization. One of the contributing factors for this is the cost of employee turnover. â€Å"Interviewing and training recruits has significant out-of-pocket costs for the employer.† Replacing an employee involves expenses for Separation, Replacement, and Training. [23] Employee turnover costs can be divided into three major elements: Separation costs: These are the costs that are directly incurred when an employee leaves the firm, and include such costs as exit interviews, administrative and paperwork costs, disbursement of separation benefits, and revenues lost due to shortage of staff. Replacement Costs: These represent the cost of replacing the employee who has left and include the costs of advertising, sourcing, interviewing and selection. Training Costs: These are the costs that the company incurs for training and induction of a new employee. Apart from the actual expenditure on these activities, the costs of loss of efficiency in the initial stages, and the time lost during the training period should also be considered. Thus employee turnover could represent a fairly high cost to the organisation. Employee turnover can be classified into avoidable and unavoidable turnover. Most of the avoidable turnover results from lack of proper HR initiatives.[24] How Good/Bad employees affect the firm â€Å"A good employee is possibly the most valuable asset a small firm or SME can possess; a bad one could ruin the enterprise.†[25] Any firm, and more importantly a small firm, can ill afford to have people who do not perform. Robert Townsend, a noted Management expert was once asked the secret behind his ability to take over loss making firms, and changing them into profitable ones. The reply that he gave will be of interest to anyone asking how good or bad employees make or mar the firm. Mr. Townsend identified three factors that contributed to his success: Releasing the potential of employees so that they could perform at much higher levels by the practice of appropriate management styles Identifying people within the organisation who were blocking progress and preventing others from performing, and either changing their ways, or dismissing them Identifying people who had the ability and drive to take the company to greater heights, and promoting them. It can be seen that this highly successful Management practitioner reduced success to three simple rules, namely, eliminating deadwood, promoting and encouraging those with potential and creating the right climate in the company. This clearly shows that apart from creating the right environment, the most important requirement for success is the quality of people. Good people could transform a loss making company into a profitable one.[26] â€Å"Whether a firm is small or large, its only as good as its staff.†[27] This can be easily understood because the employees of the organisation make the vital difference between good and poor performance in every area. Apart from the demonstrated effect that this has on the firm’s performance, which has been cited earlier, this also stands to reason. A company depends on coordinated working by its employees towards a common goal to achieve its objectives. In order to meet these objectives, the organisation has to do what it does well. In other words, the competence of its employees should be good if it wants to achieve results. Secondly, the soft skills of the employees are important to achieve internal teamwork as well as to nurture customers with excellent performance and service. Thirdly, the employees of the company need to work efficiently if it is to have a healthy bottom line. All these objectives can be achieved only with good employees who know their job and possess the necessary hard skills, have the necessary soft skills, and are committed to the company’s success. In other words, a company needs good employees who have the right levels of knowledge, skills and attitudes. Conclusion Human Resources Management in Small-to-medium industries has been gaining a lot of attention lately. There is increased awareness among many of the SME entrepreneurs themselves about the importance of good HR practices and policies. It has been shown that organisations having formal Human Resources practices grow faster, and are more profitable, than those that do not do so. A comparison between SMEs in two countries, namely Taiwan and the UK, shows that the SME sector is more predominant in Taiwan, which is characterized by a culture that lays greater emphasis on group working, respect for authority, and mutual trust. This is contrasted by the UK situation where the SME sector is les pervasive, and the HR climate is characterised by formal and legal supports, collectivism, and social responsibility. Although the two situations are quite different from each other, the importance of formal HR systems in the SME segment is being recognised in both cases, and seem to affect performance positively, irrespective of the background. Works Cited A Causal Analysis. Entrepreneurship: Theory and Practice, 29(6): 2005: 681+. Bennett, Roger. Small Business Survival: Strategies for Delivering Growth and Staying Profitable: Second Edition. London, Financial Times Management, 1998. Burns, Paul. Entrepreneurship and Small Business. New York, Palgrave, 2001. Griffith, Roger W and Hom, Peter W. Retaining Valued Employees. London, Sage Publications, 2001. Gumbus, Andra, and Robert N. Lussier. Entrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance Measures. Journal of Small Business Management 44(3): 2006: 407+. Heneman, Robert L., Judith W. Tansky, and S. Michael Camp. Human Resource Management Practices in Small and Medium-Sized Enterprises: Unanswered Questions and Future Research Perspectives. Entrepreneurship: Theory and Practice, 25 (1): 2000: 11. Holbeche, Linda. Aligning Human Resources and Business Strategy. Oxford, Butterworth-Heinemann, 2001. HRD in Small Organizations, Edited by Graham Beaver Jim Stewart. New York, Routledge, 2004. Hu, Ming-Wen. Many Small Antelopes Make a Dragon. Futures 35(4): 2003: 379+. Kotey, Bernice, and Peter Slade. Formal Human Resource Management Practices in Small Growing Firms. Journal of Small Business Management, 43 (1): 2005: 16+. Lin, Carol Yeh-Yun. Success Factors of Small- and Medium-Sized Enterprises in Taiwan: An Analysis of Cases. Journal of Small Business Management, 36(4): (1998): 43. McKenna, Eugene and Beech, Nic. Human Resource Management, A Concise Analysis. Essex, Pearson Education Limited, 2002 Megginson, David, Banfield, Paul, and Joy-Mathews, Jennifer. Human Resource Development. Kogan Page India Pvt. Ltd., New Delhi, 2001. Rauch, A., Frese, M., Utsch, A. Effects of Human Capital and Long-Term Human Resources Development and Utilization on Employment Growth of Small-Scale Businesses: Satava, David. The A to Z of Keeping Staff: Few Firm Employees Leave without a Good Reason-Heres How Not to Give Them One. Journal of Accountancy 195 (4): 2003: 67+. [1] L. Holbeche, Aligning Human Resources and Business Strategy, Oxford, Butterworth-Heinemann, 2001, pp.10-11. [2] R.L. Heneman, T.W. Judith and S. M. Camp. Human Resource Management Practices in Small and Medium-Sized Enterprises: Unanswered Questions and Future Research Perspectives. Entrepreneurship: Theory and Practice 25(1): (2000): p. 11 [3] HRD in Small Organizations, Edited by Graham Beaver Jim Stewart, New York, Routledge, 2004, p. 81. [4] Ibid, p81 [5] Ibid [6] ibid, p82 [7] ibid, p 85 [8] ibid, p 89 [9] ibid, p 89 [10] A. Gumbus and R. N. Lussier. Entrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance Measures, Journal of Small Business Management, 44(3): 2006: p.407. [11]C.Y. Lin. Success Factors of Small- and Medium-Sized Enterprises in Taiwan: An Analysis of Cases. Journal of Small Business Management, 36(4): (1998): p. 43. [12] M. Hu. Many Small Antelopes Make a Dragon, Futures, 35(4): 2003: p. 379. [13] E.McKenna and N. Beech. Human Resource Management, A Concise Analysis. Essex, Pearson Education Limited, 2002, pp.4-5. [14] ibid [15] M. Hu. P. 379. [16]   P.Burns. Entrepreneurship and Small Business. New York, Palgrave, 2001, p12. [17] A. Rauch, M. Frese A. Utsch. Effects of Human Capital and Long-Term Human Resources Development and Utilization on Employment Growth of Small-Scale Businesses: A Causal Analysis. Entrepreneurship: Theory and Practice, 29(6): 2005: p681. [18] ibid [19] B.Kotey and P. Slade. Formal Human Resource Management Practices in Small Growing Firms. Journal of Small Business Management, 43(1): (2005): p.16. [20] ibid [21] ibid [22] E. McKenna and N. Beech, p34-35 [23] D. Satava. The A to Z of Keeping Staff: Few Firm Employees Leave without a Good Reason-Heres How Not to Give Them One, Journal of Accountancy, 195(4 ): 2003: p. 67. [24] R. W. Griffith and P. W. Hom. Retaining Valued Employees, London, Sage Publications, 2001, p10 [25] R. Bennett. Small Business Survival: Strategies for Delivering Growth and Staying Profitable: Second Edition, London, Financial Times Management, 1998. [26] D. Megginson, P. Banfield and J. Joy-Mathews. Human Resource Development. Kogan Page India Pvt. Ltd., New Delhi, 2001, p. 82. [27] Satava, David. The A to Z of Keeping Staff: Few Firm Employees Leave without a Good Reason-Heres How Not to Give Them One. Journal of Accountancy 195.4 (2003): 67+.

Setting Up A Dummy Corporation :: Get Rich Quick

How to get anything you ever wanted for free... The "system" is a series of checks and balances. It's an insiders club and unless you know the rules or are willing to break them, you'll probably never have a pot to piss in. Not.... Where does it say, we have to put up with, read about or watch on TV, the exploits of people like Donald Trump, Robin Leach or one of the "Kennedy's". Personally, I'm tired hearing about all their bullshit. Who gives a shit what Hillary or Tipper are wearing either? When people like "The Donald" make a poor business investment and can't pay their bills on time, what do they do? They renegotiate. Yep, that's right. They tell the bank "I can't pay" but I'm such a fabulous person you should renegotiate my loan. Bullshit! How fast do you think the bank would have you or me out on our ass? In record time, right? Money is power and unless you have money you're powerless right? Not... Money is an illusion. Power is an illusion. Both are projected by cunning and affluent people and organizations to get what they want. And, if they can't pay for it, they go bankrupt or renegotiate. Why should they have all that luxury and not us? Hell, I can default on a loan as well as any of them! Almost every company in America will ship you goods on credit if you project the right image, ask the right questions and have the right answers...People will kiss your ass if they think you have great wealth. The best resturants will seat you "up front" if they think "you're a player". Why not? Sounds good to me... Is this method for acquiring material things legal? Hell no! But half the shit Big Brother does to us everyday isn't legal either...Want to ride around town in a big black imported car for free? How about a brand new Pentium computer for the office? The kids want Mopeds? Nooooooo problem! Pay attention. Picking a company name... What's in a name? Business wise it could mean everything...if you want to get over. It also has a lot to do with what you want to acquire for free. Let's say you want to start a new business and need all-types of office equipment. You could call yourself "Sal's Pizzeria" but that wouldn't wash too well when you're trying to establish a $100,000 line of credit. Most credit managers will dump the application in the round file and require COD cash. Not the best choice of names. How about something like Tri-Star Industries Intl or RCA Electronics?