Workplace Deviance Essay Example

Workplace Deviance Paper Is workplace deviance a fact of life for companies, or can it be mitigated? Explain. A: Workplace deviance is unethical behavior that violates organizational norms about right and wrong. It can be categorized by how deviant the behavior is, from minor to serious and by the target of the deviant behavior, either the organization or particular people in the workplace. Workplace deviance does happen in companies but it can all be reduced, making new rules for the company can red cue the workplace device if employees dont follow rules they will be fired, it goes for ever employee. Every problem that goes on in the company should be addressed immediately, if its a serious problem it will be employee will be fired and for minor warning for the employee, if problem keeps happening after being told, they will no longer work for the company. 2. If you cant hire entire ethical employees, can you teach employees to act more ethically than they might be inclined? How? We will write a custom essay sample on Workplace Deviance specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Workplace Deviance specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Workplace Deviance specifically for you FOR ONLY $16.38 $13.9/page Hire Writer A: Yes, If you have the trust and proper patients to each the employees, informing employees of any negative situations happens there will be consequences. . Would you be willing to pay more for products made by socially responsible companies? How much more? A: Yes, I would be willing to pay more for produces made by a socially responsible company. I would pay only so much more, I wouldnt pay double the amount but I would spend the extra amount of money. I could be flexible with the price. 4. What influences ethical decision making? A: Values which are deeply held, constantly beliefs about what is god and eight. Mortality which is behaviors and beliefs on what is good and rights. Ethics which are moral phosphor, reasoning. Law which is reflects minimum ethics and enforced by state and Moral orientation which is your consistent basis for making moral and ethical decisions. 5. Outline a basic model for ethical decision making.

Young Modulus of Copper Essays

Young Modulus of Copper Essays Young Modulus of Copper Paper Young Modulus of Copper Paper From the above results , we can see that there is a 12. 1 % random error in finding the Young modulus of copper . One of the reasons for such errors is the non-uniformity in cross sectional area . When a wire is stretched by a force , the length of course will increase , but at the same time the cross sectional area of the wire will also vary . This little variation will affect the calculation of Young modulus by a pretty substantial degree . Besides , there could have been parallax error which occurs when the eye is not placed directly opposite a scale which a reading is being taken . Moreover , reading errors is another error when guess work is involved in taking a reading from a scale when the reading lies between the lines. Concerning the large systematic error , the main reason for it is the impreciseness of equipments . Since the extension is so small (about 0. 01mm), using a meter rule(minimum scale is only 1mm) to measure it is absolutely unacceptable as many minor data will be omitted . In addition , the length of wire in part 1 and part 2 is different , this will end up in not being a fair test . As the elastic limit depends little on the length of the wire , the wire in part 2 may undergo plastic deformation earlier that we may have ignored . Conclusions : Comparing the shape of the graphs , it is obviously that the result is close to the theory . Although the random error is almost 12% , it is still acceptable as human errors must exist inevitably. However , the systematic error in this experiment is quite large due to the inaccuracy of equipments , therefore better design or improvements are required . Possible Improvements : 1. Repeat the experiment for several times to get a more precise average reading . 2. Use a longer copper wire to lower the percentage error in measurement . 3. A thinner copper wire is also recommended as it can make the extension larger for better resolution . 4. Use a large Vernier Caliper instead of meter rule so that the extension of the wire can be measured more accurately . If it is possible , it is also suggested to use a electronic Vernier Caliper as well . 5. Add weights at smaller intervals instead of 50g jumps . This would help in making the graphs more accurate, therefore allowing us to read off the graph more accurately and getting better readings.

Aplastic Anemia

Aplastic anemia is also sometimes associated with exposure to toxins such as  benzene, or with the use of certain drugs, includingchloramphenicol,  carbamazepine,  felbamate,  phenytoin,  quinine, and  phenylbutazone. Many drugs are associated with aplasia mainly according to case reports but at a very low probability. As an example, chloramphenicol treatment is followed by aplasia in less than 1 in 40,000 treatment courses, and carbamazepine aplasia is even more rare. Exposure to  ionizing radiation  from  radioactive materials  or radiation-producing devices is also associated with the development of aplastic anemia. Aplastic anemia is present in up to 2% of patients with acute  viral hepatitis[citation needed]. In some animals aplastic anemia may have other causes. For example, in the  ferret  (Mustela putorius furo) aplastic anemia is caused byestrogen  toxicity. This is because female ferrets are  induced ovulators, so mating is required to bring the female out of heat. Intact females, if not mated, will remain in heat, and after some time the high levels of estrogen will cause the bone marrow to stop producing red blood cells. The condition needs to be differentiated from pure red cell aplasia. In aplastic anemia the patient has pancytopenia (i. e. , anemia, neutropenia and thrombocytopenia) resulting in decrease of all formed elements. In contrast, pure red cell aplasia is characterized by reduction in red cells only. The diagnosis can only be confirmed on  bone marrow examination. Before this procedure is undertaken, a patient will generally have had other  blood tests  to find diagnostic clues, including a  complete blood count  (CBC),  renal function  and  electrolytes,  liver enzymes,  thyroidfunction tests,  vitamin B12  and  folic acid  levels. Following tests aid in determining differential diagnosis for aplastic anemia: 1. Bone marrow aspirate and biopsy: to rule out other causes of pancytopenia (i. e. neoplastic infiltration or significant myelofibrosis). 2. History of iatrogenic exposure to cytotoxic chemotherapy: can cause transient bone marrow suppression 3. X-rays, computed tomography (CT) scans, or ultrasound imaging tests: enlarged lymph nodes (sign of lymphoma), kidneys and bones in arms and hands (abnormal in Fanconi anemia) 4. Chest X-ray: infections 5. Liver tests: liver diseases . Viral studies: viral infections 7. Vitamin B12  and folate levels: vitamin deficiency 8. Blood tests for  paroxysmal nocturnal hemoglobinuria 9. Test for antibodies: immune competency. Treating immune-mediated aplastic anemia involves suppression of the  immune system, an effect achieved by daily  medicine  intake, or, in more severe cases, a  bone marrow transplant, a potential cure. [2]  The transplanted bone marrow r eplaces the failing bone marrow cells with new ones from a matching donor. The  multipotent  stem cells in the bone marrow reconstitute all three blood cell lines, giving the patient a new immune system, red blood cells, and platelets. However, besides the risk of graft failure, there is also a risk that the newly created white blood cells may attack the rest of the body (graft-versus-host disease). Medical therapy of aplastic anemia often includes a short course of  anti-thymocyte globulin  (ATG) or  anti-lymphocyte globulin  (ALG) and several months of treatment with  ciclosporin  to modulate the  immune system. Mild  chemotherapy  with agents such as  cyclophosphamide  andvincristine  may also be effective. Antibody  therapy, such as ATG, targets T-cells, which are believed to attack the bone marrow. Steroids  are generally ineffective, though are often used to combat  serum sickness  caused by ATG use. One prospective study involving cyclophosphamide was terminated early due to a high incidence of mortality, due to severe infections as a result of prolonged  neutropenia. [3] In the past, before the above treatments became available, patients with low leukocyte counts were often confined to a sterile room or bubble (to reduce risk of  infections), as in the famed case of  Ted DeVita. 4] [edit]Follow-up Regular  full blood counts  are required to determine whether the patient is still in a state of remission. 10-33% of all patients develop the  rare disease  paroxysmal nocturnal hemoglobinuria  (PNH, anemia with thrombopenia and/or  thrombosis), which has been explained as an escape mechanism by the bone marrow against destruction by the immune system. Flow cyto metry  testing is performed regularly in people with previous aplastic anemia to monitor for the development of PNH.

Management and Leadership Paper Essay Example | Topics and Well Written Essays - 2000 words

Management and Leadership Paper - Essay Example The founder of Wal-Mart was Sam Walton. He opened up the first Wal-Mart store in Rogers, Arkansas in 1962. The goal of the Mr. Walton when he opened up the first retail store was to save people money to help them live a better life (Walmartstores, 2009). The company took off very fast and by 1969 the firm became a publicly traded company. The company’s trading symbol on Wall Street is WMT. Today the corporation enjoys a great level of success. The company is the market leader in the retail industry due to the fact that the service and prices the entity offers are superior to the competition. In fiscal year 2009 Wal-Mart generated $401 billion in global revenues while serving nearly 200 million customers per week (Walmartstores, 2009). Leadership and effective management are two critical success factors that enabled the company to achieve high levels of success. Management and leadership are two completely different business concepts. Leadership can be defined as a special case of interpersonal influence that gets an individual or group to do what the leader wants (Schermerhorn & Hunt & Osborn, 2003, p.286). Management is the act of performing the four managerial functions which are planning, leading, organizing and controlling. In order for a person to become an effective leader the group has to trust the individual. Leadership is not a trait that is limited to the managerial staff. Anybody within an organization can display leadership. It is very common for leadership to manifest itself within a team setting. In such a setting leadership provides the vision to achieve the end state goal (Kumle & Kelly, 2009). I have personally worked in teams in which I became the leader of the team in order to ensure that the team completed the project at hand. Depending on the circumstance a manager has to decide whether to act as a manager or as a

Negative Consequences of Health Care Reform Assignment

Negative Consequences of Health Care Reform - Assignment Example The healthcare professionals, healthcare facilities, and drug companies increase their billing charges, billing the government (Hirschey, 2008). The government intervention could distort the healthcare market. In 2008, the Agency Healthcare Research and Quality (AHRQ) observed that $24 million is lost through fraud, waste, and abuse of the U.S. healthcare system (Pyrek, 2011). The current healthcare program unfavorably forces the financially able individuals to pay for the free healthcare benefits of the poor and jobless residents. The results would be abuse. Abuse crops up when one party takes advantage of another individual. Free healthcare services discourage the lazy from finding jobs. The middle income earners are required to pay for the lazy individual’s medical bills. The middle income individuals must pay a fine for not paying for poor and lazy individuals’ healthcare expenses. Based on the above discussion, healthcare reform has many scenes. The other players pay for the poor and lazy persons’ medical bills. Fraud and billing abuse crop up. Evidently, there are unfavorable consequences of healthcare

Chinese Schools Essay Example for Free

Chinese Schools Essay Chinese schools have come a long way since the colonial days. Over the years and with the evolution of the national education system, Chinese schools have had to face countless threats to their survival. Despite this, Chinese schools have gained popularity and have enjoyed high enrolments, even among non-Chinese students. It has been reported that at least 10 percent of students studying in Chinese schools come from non-Chinese backgrounds. A number of factors contribute to this growing phenomenon. First, Chinese schoolteachers are well known for their high level of commitment. For this and other reasons, students from Chinese schools often excel in public examinations especially in Science and Mathematics. The other attraction of Chinese schools is that students are required to learn an additional language, Mandarin, which is a highly marketable skill in the job market. Chinese Education: A Historical Perspective The beginnings of Chinese education in Malaysia can be traced to the early nineteenth century. It was recorded that by 1815, there were already three Chinese schools in Malacca. One was founded by the London Missionary Society. With regard to the other two, sociologist Yang Qinghuang suggests that at least one would be a school founded by the Hokkien people. Scholar Zheng Liangshu suggests that some old-type Chinese schools might have existed in the Straits Settlements since the end of the eighteenth century. For a long time, Chinese schools in the Straits Settlements received neither help from the British government nor assistance from the government in China. Despite this, they thrived —funded mainly by clan and dialect associations. When faced with political and financial difficulties at the turn of the twentieth century, the Ching government of China changed its attitude towards overseas Chinese and began to promote Chinese education outside of China. It implemented educational reforms based on a proposal by Zhang Zidong. Following the reforms, the curriculum was revised to include Chinese Classical Literature, History, Geography, Mathematics, Moral Education, Physical Education and other optional subjects like Commerce and Drawing. In Malaya, Chung Hwa Confucian School in Penang not only adopted this new curriculum (it was the first to do so), it went further to include English as a subject. Support from the Ching government, however, was short lived. It ended with the fall of the dynasty. Chinese schools that attempted to run modern educational programmes (with a modern curriculum and incorporating English as a subject) faced enormous challenges. On the one hand, they were constantly in need of more funds. On the other hand, they lacked competent teachers. Furthermore, they had to compete with the more established English schools. Even so, there were five hundred Chinese schools with modern educational programmes established in Malaya and Singapore in 1920. By this time, textbooks for these schools had departed from the classical into the vernacular Chinese language (baihuawen). Because of their impressive growth, the British government decided that it could no longer afford to ignore Chinese schools. On 29 October 1920, it introduced the Regist ration of School Ordinance to restrict the activities of Chinese schools in the Straits Settlements and Federated Malay States by way of registration and inspection. In 1935, control was further tightened: textbooks and teachers from China were prohibited. Only local materials and Malaysian-born teachers were allowed, and activities in Chinese schools came under strict scrutiny. Despite these challenges, Chinese education continued to thrive until it was suspended at the time of the Japanese Occupation of Malaya. After the war, Chinese schools resumed operation. By 1946, their number had ballooned to more than one thousand in Malaya. However, following the Barnes and Fenn-Wu Reports (June 1951) and the Education Ordinance 1952, Chinese education was exclude d from the national education system. The Chinese community rallied to form Jiao Zong (United Chinese School Teachers Association of Malaya, UCSTAM) and Dong Zong (United Chinese School Committees Association of Malaya, UCSCAN) to safeguard Chinese education. The Malayan Chinese Association (MCA) joined in. Its president then, Tun Tan Cheng Lock spoke these memorable lines, †¦Chinese in Malaya †¦ should be given Chinese education †¦ The dialect or mother tongue can be likened to a person’s shadow, and is inseparable from the person himself/herself † (translated from Chinese). Efforts to safeguard Chinese education became even more difficult following the Razak Report in 1956 and the Education Ordinance in 1957. Thereafter, Chinese primary education was officially included in the national education system, classified as standard-type primary schools with Chinese language as the medium of instruction. However, Chinese secondary schools were excluded from the system when the Lower Certificate of Education examination (L. C. E) was introduced in English. This was not in accordance with the promise of fairness to other ethnic languages in the country as specified in the Razak Report. Furthermore, the Chinese community were horrified by the terms of reference in Paragraph 12 of the Razak Report: †¦the ultimate objective of educational policy in this country must be to bring together the children of all races under a national education system in which the national language is the main medium of instruction. Paragraph 12 was subsequently omitted following strong opposition from the Chinese community headed by Jiao Zong. Both the Rahman Talib Report (1961) and the Education Act (1961) reaffirmed the education policy as stated in the Education Ordinance 1957. Since government financial aid was vital to the survival of Chinese secondary schools, more than half of the 41 Chinese secondary schools then had little choice but to ‘convert’ itself into English medium national type secondary schools. On hindsight, many Chinese view this decision as a big mistake. The remaining 14 schools refused to give in, and have remained ‘independent’ to this day. The MCA facilitated this ‘conversion’ as it was satisfied with the verbal promises made by the Education Minister that the government has no intention to exercise its authority granted under the Act to change Chinese primary schools to national schools and that Chinese schools are allowed to allocate one third of their curriculum for learning Mandarin and Chinese literature. † As a consequence of this concession made at the secondary school level, development of Chinese education in Malaysia was restricted thereafter to the primary school level. The New Education Act 1996 posed an even bigger threat. It threw into question the status of national-type schools that were not established under Section 28 of the new Act. In fact, prior to this during the initial stage of implementing the ‘3R system’ (Reading, Writing Arithmetic) in 1980, Chinese schools had already been challenged to forgo their medium of instruction. Materials for learning all subjects except Mandarin were available only in Bahasa Melayu. In response, Dong Jiao Zong and various Chinese guilds and associations submitted a memorandum to voice their opposition to the Ministry of Education in 1981. The schools were given the assurance that the government had no intention of changing the character of Chinese schools. However in the ensuing years, Chinese schools were asked to consider the concept of ‘integrated schools’ (1985) and Vision Schools (proposed in 1995, implemented in 2000), in addition to the latest 2-4-3 resolution that sought to introduce the teaching of Mathematics and Science in English (proposed in 2002, implemented in 2003). Despite these challenges, Chinese schools seek to maintain emphasis on the Five Aspects of Formal Education in Confucianism (Wuyu Jiaoyu) namely, moral (de), intellectual (zhi), physical (ti), social (qun ) and aesthetic ( ei) education. Until today, Chinese schools m continue to value discipline, respect for the elderly, courtesy, personal character and morality, rather than marketable skills such as computer literacy, Mathematics and Science. Some Reflections How does the development of Chinese education affect the church community i Malaysia?n Should we stake our claims to citizenry and defend our right to be educated in our own (mother tongue) language? What about racial integration? Is it possible to promote Chinese education without further polarising the different communities? First, we have a moral basis for defending Chinese education. Being given the choice and having the opportunity to be educated in one’s own language is a universal human right according to the Universal Declaration of Human Rights 1948. Chinese education ha s existed in this country since the nineteenth century. As such, I believe we ought to defend the right of its existence in the same way as we would for the education of other ethnic communities in their own languages. Second, there is value in the Chinese school culture that is worth speaking up for. Even though outsiders might consider the Chinese community uncompromising in its stand with regard to educational issues, it must be pointed out that it is not just about safeguarding the Chinese language but it is also about retaining the ideals of holistic education. Furthermore, Chinese schools have a tradition of nurturing dedicated schoolteachers, and the Christian community should be at the forefront to encourage this culture of service and excellence. In the past, many of them have had to pay a high price for their conviction and dedication by becoming ‘martyrs’: Zhuang Xiquan, Chen Taomin and others were deported for opposing the Registration of School Ordinance 1920; Lim Lian Geok and Yen Yuan Chang were deprived of citizenship in 1961; Lim Huang Sheng and Sim Mow Yu were jailed under the Internal Security Act in 1987. Chinese education aids evangelistic work among the Chinese community. It provides students with a better understanding of the Chinese culture. Whereas in the past, the content of Chinese education was often influenced by traditional beliefs and practices, the Chinese education system today is more open to intellectual discourse on rethinking and repositioning the Chinese identity. The main grouse against Chinese schools is the lack of racial integration since students come from predominantly one ethnic background. The question we must ask is, is this acceptable or healthy in a multi-ethnic society like Malaysia? Most advocates for Chinese education would argue that it is less than ideal but what choice do they have? If national schools were to adopt a more holistic philosophy, and their teachers showed a more credible record in terms of commitment and disciplining of students, and if they provided students with the opportunity to study their own languages, racial integration would be less of an issue and Chinese students would be more evenly distributed between national and Chinese schools. Despite this obvious shortcoming related to racial integration, I still advocate Chinese education for what it offers. Clearly, through its holistic philosophy and track record, it has produced many responsible citizens through the years. Chinese education continues to play a significant role in nation-building and church life in Malaysia. Florence Kuek lectures Mandarin at Universiti Teknologi Mara.

Film: Guess Who’s Coming to Dinner Essays -- Movie Review Summary Essa

Film: Guess Who’s Coming to Dinner   Ã‚  Ã‚  Ã‚  Ã‚  Joanna Drayton returns unexpectedly from Hawaii to announce her engagement to an intelligent, accomplished, world traveling doctor. The only problem with the intended union is that he is African American and she is white. The Drayton’s come face to face with their own principles and realize that their daughter is the way they brought her up to be – non-prejudicial. Turmoil and anxiety ensue as Joanna insists that her parents give their approval by the end of the night. A dinner with both sets of parents follows, where the parents must come to terms with the bi-racial marriage. This film gives an insightful look into the realities of interracial marriage and proves to be useful in examining the components of interpersonal relationships.   Ã‚  Ã‚  Ã‚  Ã‚  Communication apprehension is a nervousness, an unwillingness to communicate. It refers to anxiety about communication interaction. People who develop negative feelings and predict negative results as function of engaging in communication interactions suffer from this. John exhibits the afore described apprehension when he communicates with his parents. A specific example from the film would be when he speaks with them on the telephone and tells them about Joanna and his plans to marry her. He chooses to omit the fact that Joanna is white. He avoids telling his parents this because he fears their reaction to the information. He mentions he will write to them on the way to Geneva about the details; however, his plans are foiled when Joanna invites them over to dinner and he is forced to face it head on when they pick them up from the airport.   Ã‚  Ã‚  Ã‚  Ã‚  Joanna puts on a facade of optimism, assuring John that her parents see nothing of color - after all she was brought up under liberal parents who taught her color of skin was nothing of concern. In all actuality she was slightly nervous about exposing the information. She chooses first to tell her mother about the outstanding accomplishments and qualities of John, attempting to get her to accept him for the person he is before revealing to her the seeming minuscule difference. Joanna doesn’t actually tell her mother that John is of a different origin before he enters the room, surprising her.   Ã‚  Ã‚  Ã‚  Ã‚  When a culture is transmitted from one generation to another, we call it enculturation. This is a process by which you learn the ... ... of the families display aspects of feminine and masculine cultures, but not each in its entirety. For example, John takes on the role of the feminine culture because he states he will not marry Joanna unless her parent’s approve, attempting to use compromise and negotiation to come to a solution. Joanna takes on the role of the masculine culture because she expects her parents to approve and deliberately confronts the conflict by inviting John’s parents over for dinner. She faces the situation head on, without reservation - forcing both sets of parents to deal with the decision directly.   Ã‚  Ã‚  Ã‚  Ã‚  Interracial marriages are quite common in the now, however this film is still relevant in the present. Apart from the fact that prejudices still exist today and probably will for a long time, I am sure that many parents would have similar reactions and thoughts as the parents in this film had. Guess Who’s Coming to Dinner served as an excellent tool for me to connect the information from the text book with real life experiences. It adequately depicts numerous types of communication and communication skills, giving me a better understanding of the material.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  

Example Of A Financial Aid Letter Of Appeal Essay

If you have lost your financial aid and need to learn how to write an appeal letter to the Financial Aid committee of your school, it is best to either ask a financial aid counselor that works in your school’s financial aid office or the specific person who sent you your financial aid letter of suspension. Each school may have different requirements but the reasons for the suspension are usually about the same. Most schools already have their own appeals forms but it is also good to send them a personal letter from yourself as well as a letter from a faculty member in your area of study vouching for you that you will strive hard to fix the areas that need to be fixed in order to get your financial award reinstated. You may also have to consider getting a guaranteed approval loan or a no cosigner student loan in case your financial aid is not reinstated. When writing your awards letter request for reinstatement, NEVER, and I mean NEVER put the blame on someone else as to why you failed to meet the criterion. This is different than writing a letter of financial aid appeal because you need more money. Unless you got into a car accident that put you in a coma or were otherwise the victim of some crime that was out of your control, you should never blame someone else for your shortcomings. Always take responsibility for why you failed. You can go further and explained why you fell short, but make sure you state that it was your fault and it is you that will make steps to correct the short coming. If the financial aid committee sees that you can’t even take blame for failing to meet the criterion, they may also feel that you are not yet ready to take full responsibility to fix what needs to be fixed. In essence, they may see dealing with you and your appeal as a waste of time and deny your appeal. Next, you should lay out a plan to succeed and tell them exactly what you are going to do or doing to solve the problem. If you are in counseling, if you have moved out of stressful environment, if you have gotten extra tutors, they should know this in your letter of appeal. Third, try to get a letter from a faculty member in your area of study vouching for you and perhaps explaining why they should reinstate your financial aid

Human Resource Planning

HR Planning: * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions: * HRP determines the human resources required by the organization to achieve its goals. It is â€Å"the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements† – Bulla & Scott. It is the process, â€Å"including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful† – E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human resources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning: * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance: * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR – WISE INDUSTRY – WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors: * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP: * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast: Process of estimating future quantity and quality of manpower required for an organization. * External factors – competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors – budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques: * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past perfor mance, future potential. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW: BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESS–FROM THE ORGANISATIONAL VIEW POINT: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPO WER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans: * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model: Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model: Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical trainin g programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning: DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply: * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis: * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis: * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis: What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context: Physical, organizational ad social context, working conditions, work schedule * Human Requirement: Job related knowledge, skills, educatio n, experience, personal attributes Components of Job Analysis: Job Description: written summary of the content and context of the job * Job Specification: Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews: * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job? Human Resource Planning Human Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future. This process will result in top executives having superior analysis of human resource measurement for its decision making; HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly; additional time will be available to place skills since requirements are predicted and analysed before staffing is done; excellent opportunities are present to comprise female and ethnic groups in upcoming developments; training of new managers can be improved. The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards. Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process. Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employee’s individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997). In HR planning, external environmental forces should be considered such as present technology, political climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected. This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic collaborator (Macaleer & Shannon, 2003). Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes. According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee ‘business continuity’ in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the ‘uncertainty’ of the business environment. HR planning is the most critical part of the organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process. All the drivers of the company’s internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders. Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation. Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes. On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently. Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases. This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008). This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided; workforce reduction ought to be a management means of last resort rather than first option. For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone. However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning. AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements. HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they ‘borrowed, adapted, discovered and created’ their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007). We have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. † The three dimensional environment at Eastman Kodak – diversity, decentralisation, and dynamism – has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management. In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the implementation of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a â€Å"3D† environment. These elements are: corporate management themes; HR planning processes; and HR competencies. Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007). In the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create production’s capability to implement strategy. On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘vehicle for landing safely in the 21’st century’ (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs. Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps. Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information; corporate strategy input from top executives; direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘becoming the best truly global consumer products company’ (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action. Colgate should consider consumer’s needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes. In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change: evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005). The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising pr oduction but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility. As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation. Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In today’s era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers. Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business. HR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employee’s disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws. Human Resource management role as a ‘strategic partner’ and also the one who will look after employees’ welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws. A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans. HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies’ business strategy. Human Resource Planning HR Planning: * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions: * HRP determines the human resources required by the organization to achieve its goals. It is â€Å"the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements† – Bulla & Scott. It is the process, â€Å"including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful† – E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human resources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning: * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance: * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR – WISE INDUSTRY – WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors: * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP: * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast: Process of estimating future quantity and quality of manpower required for an organization. * External factors – competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors – budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques: * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past perfor mance, future potential. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW: BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESS–FROM THE ORGANISATIONAL VIEW POINT: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPO WER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans: * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model: Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model: Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical trainin g programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning: DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply: * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis: * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis: * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis: What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context: Physical, organizational ad social context, working conditions, work schedule * Human Requirement: Job related knowledge, skills, educatio n, experience, personal attributes Components of Job Analysis: Job Description: written summary of the content and context of the job * Job Specification: Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews: * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job? Human Resource Planning Human Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future. This process will result in top executives having superior analysis of human resource measurement for its decision making; HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly; additional time will be available to place skills since requirements are predicted and analysed before staffing is done; excellent opportunities are present to comprise female and ethnic groups in upcoming developments; training of new managers can be improved. The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards. Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process. Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employee’s individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997). In HR planning, external environmental forces should be considered such as present technology, political climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected. This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic collaborator (Macaleer & Shannon, 2003). Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes. According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee ‘business continuity’ in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the ‘uncertainty’ of the business environment. HR planning is the most critical part of the organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process. All the drivers of the company’s internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders. Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation. Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes. On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies. For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently. Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases. This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008). This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided; workforce reduction ought to be a management means of last resort rather than first option. For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone. However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning. AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements. HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they ‘borrowed, adapted, discovered and created’ their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007). We have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. † The three dimensional environment at Eastman Kodak – diversity, decentralisation, and dynamism – has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management. In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the implementation of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a â€Å"3D† environment. These elements are: corporate management themes; HR planning processes; and HR competencies. Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007). In the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create production’s capability to implement strategy. On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘vehicle for landing safely in the 21’st century’ (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs. Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps. Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information; corporate strategy input from top executives; direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘becoming the best truly global consumer products company’ (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action. Colgate should consider consumer’s needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes. In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change: evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005). The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising pr oduction but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility. As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation. Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In today’s era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers. Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business. HR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employee’s disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws. Human Resource management role as a ‘strategic partner’ and also the one who will look after employees’ welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws. A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans. HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies’ business strategy.

Planning functions

Planning functions Planning is a decision making process. It helps one to decide on what to do and how to do it. There are six steps to follow when planning. First and foremost, one has to analyze the situation. Two constraints are very important at this stage and they are time and resources. Gathering of information and interpreting is done at this stage. Advertising We will write a custom essay sample on Planning functions specifically for you for only $16.05 $11/page Learn More Also, a summary of all the relevant information is done. Identification and diagnosing planning assumptions is done. In addition issues and problems are identified. The second step is having alternative goals and plans. Alternative goals that can be implemented later are provided. It also gives plans used to implement the goals. Thirdly, evaluation of goals and plans is done. Advantages and disadvantages on alternative goals and plans are evaluated. Also, the possible effects of the goals and plans are evaluated at this stage. Fourthly, selection of the goals and plans is carried out. The most appropriate and feasible goals and plans are selected. Right judgment is crucial at this stage. In the fifth step, implementation of the designed plans takes place. This helps one to achieve the set goals. To implement a plan, the manager must understand it well. Also, resources to implement the plan must be available. Finally, monitoring and controlling are important. These help one to know whether his/ her plan is succeeding. Continuous monitoring of the actual performance against unit’s goal should be done. Implementation is the most important step in planning. The reason behind this is that implementation of plans helps in achieving the set goals (Darlkir, 7). There are three types of plans that can be used in different organizations. These include, single used plans, standing plan, and contingency plan. Singles of standing plans are policies, a procedure and rules (Ingram, p ara.4). Contingency plans are meant for specific situations. This is incase things don’t move as expected. Contingency planning involves flexibility and adaptation. Also, mastery is needed due to the changing conditions. They include planning for marketing. The reason behind is to get support from the stakeholders. In addition, they allow for understanding from the stakeholders (Ingram, para.5). In our organization we usually use standing plan. The reason behind is that we usually deal with activities that need much time before completion. Also, in our organization we have many different departments where this kind of planning is more applicable. From the above literature, I have been able to learn that planning is one of the key aspects in any organization. Implementation of a plan is one of the most important steps in any planning. Implementation helps in achieving the already set goals. Without the implementation of a plan, the other work done during the planning process will be of no importance. Different plans can be applied in different organizations. The kind of plan to be used depends on the type of activities taking places in an organization. Darlkir, Kimiz. Knowledge management in theory and practice. New York: Technology partner. 2011. Print. Ingram, David. Define single use, contingency standing plans for business. January 26, 2011. April 22, 2011.

Regional Coordination for Tourism Planning Research Paper

Regional Coordination for Tourism Planning - Research Paper Example The growing global concern about environment has contributed to the concept of sustainable ‘ecotourism’ from which some regions like Maldives, Kenya and Belize have taken advantage by maintaining their natural resources to target tourism market (Moutinho 2000). This paper in particular, will discuss the point that regional coordination is essential in tourism planning in order to attain the policy objectives at their anticipated levels. To illustrate, a plan that aims tourism development of a particular region has to be comprised of socio-economic, legal, environmental, and religious components. As the initial stages of development, the tourism policy must focus on providing adequate facilities to accommodate and entertain the visitors. Moreover such places must be equipped with all basic facilities like water, telephone, banking; currency exchange etc. transport is another important area which needs special attention. All modes of transportations whether air, water or road have their own roles in the sustainability of tourism industry. All the above factors can be assimilated only through the coordination of local governments, stakeholders, and the residents of the locality. Tourism planning is neither top-down nor bottom-up process; instead, it is an interactive or collaborative approach that involves the various processes like governess between organisations and stakeholders, and interaction between various levels of organisation (Bramwell & Lane 2000, p.146). However, what kind of development plan is required depends on the geographical feature of an area. In general sense, developmental initiatives and strategic concerns come within the following areas. Environmental issues have grown to be one of the major concerns of tourism planning all over the world. Hence, all policies including infrastructure developmental strategies should ensure the conservation of the environment

Gender and History in Modern South Asia Term Paper - 1

Gender and History in Modern South Asia - Term Paper Example It is worth considering what other people perceive as being Chinese citizenship as opposed to the perspective of the Chinese themselves. Some of the ancient practices by Chinese people have faced stiff rejection especially over the course of the twentieth century by citizens who are believed to be from China. During the empire rulings, traditional rituals and practices were common among Chinese communities but cultural erosion has been greatly evident especially during the first half of the twentieth century. In the nineteenth century, Chinese were seen to uphold and respect their cultural practices such as marriage and burial rituals. However, things have significantly changed during the twentieth century where traditions have been greatly rejected by the Chinese. Instead, they are turning to modern life by abandoning indigenous ways of dressing and practices for the modern way of life. Chinese people have encountered a number of challenges as they try to transform from imperialism to modern way of life but by the help of educated people in the society, effective techniques have been used to liberate China from imperialism. The nation of China was a long time ago composited of small communities until when transformation took place over the nineteenth and twentieth centuries. The kind of leadership that was in place was quite different from the current one since centralization was in practice as opposed to decentralized leadership practiced today. The ruler of the state was an emperor the Son of Heaven who held the central position of cosmos (Harrison 2). Besides the emperor, there existed a bureaucracy education which, had characteristics that clearly portrayed the existence of modern China. However, it is worth noting the emperor was then perceived as a world but not as a country. Nevertheless, this did not mean that the Qing courts did not recognize the presence of other nations since they could have a negotiation with foreigners only that the negotiations could never be allowed to erase Chinese culture.