Is resurrection a more plausible view of the afterlife than Essay

Is resurrection a more plausible view of the afterlife than reincarnation Why or why not - Essay Example and Vaughn, p. 305). In my opinion, resurrection is a more plausible way of afterlife because it does not contain internal contradictions in its system. Although the advocates of reincarnation promote moral behavior, they primarily rely on different practices such as meditation rather than making morality the integral part of one’s behavior. Moreover, it seems that people are encouraged on behaving morally in order to be able to enjoy reincarnation in the future. Thus, their motivation is primarily utilitarian that contradicts the fundamental religion principles. The traditional Christian worldview and the idea of resurrection do not contain such contradictions. This position also stresses that resurrection may occur only in relation to human body. It seems correct and logical as all human beings have reason and can act rationally selecting the most appropriate means for attaining their ends. In contrast, animals and plants do not have reason and cannot objectively analyze the external environment. Therefore, the system of reincarnation presupposes the movement to lower stages of development (from humans to animals, plants, e tc.), and it cannot be considered being natural or logical. Thus, the idea of resurrection is a plausible religious option while reincarnation is an element of mysticism that neglects the main aspects of

Extended Time Out in Operation Rooms Essay Example | Topics and Well Written Essays - 1250 words

Extended Time Out in Operation Rooms - Essay Example However, despite those ongoing protocols, the effectiveness of those safety strategies is still unknown. Wrong site surgery can cause extremely bad outcomes, which may range from performing surgery on the wrong side of the body and delayed the necessary treatments to amputating the wrong leg then the patient is suffering both physically and psychologically. In order to improve better outcomes and prevent those preventable surgical mistakes, an extended surgical timeout (STO), also called second time out was implanted into the health care system. This dissertation discusses the effectiveness of the extended STO out based on evidence from research and case studies, and it also explores the interventions used to reduce risks of wrong site surgery. This dissertation also analyzes patient who is allergic to epinephrine and how extended surgical time out improved their quality of care. The article, â€Å"The extended surgical time-out: does it improve quality and prevent wrong-site surgery?† focuses on pediatric surgery and review the results of the implementation of an extended surgical time out. The members of Harbor-UCLA Medical Centre implemented extended surgical time out beginning January 2006. The protocol included confirming a patient’s ID, anesthetic, and technical details, medications administered and the available ones and the need for special equipment and blood products (Lee, 2010). The impacts of implementing surgical timeout were then studied before induction of anesthesia and surveys of both before and after implementing the pre-induction STO were recorded. The results of this study showed that there were no significant differences in elapsed time to incision for both urgent and elective operations and after implementing pre-induction surgical timeout (Lee, 2010).

Definition Of SME In China

Definition Of SME In China Abstract Chapter 1 Introduction 1.1 Background A large number of Small and Medium sized Enterprises (SMEs) came out in 1980s as China has been moving from a centrally planned system towards a market-oriented economy. State-owned enterprises (SOEs) have been involved in the economic reforms. Until the end of 2004, major SOEs rapidly change into small and medium non-SOEs. At the same time, many SMEs sprouted as the implementation of non-SOE promotion policy. Nowadays, Chinese SMEs have increasingly contributed to Chinas economic growth. As recorded until 2007, there are 42,291 medium-sized enterprises and 2,327,969 small enterprises which represent 1.78 percent and 98 percent respectively of the total number of enterprises operating in China. The output value of SMEs contributed at least 60 percent of gross domestic product (GDP) as well as generating more than 82 percent of employment opportunities in China. Since SMEs growth rapidly and pay the critical roles in Chinas economic, in order to improve SMEs performance, the governmen t has provided various ways to support SMEs such as introduced promotion law in 2003, issued a document State Council on Encouraging, Supporting and Guiding the Development of Private and Other Non-Public Owned Economies in 2005 and published the SMEs growth project in 2006. Despite the external support, the internal factor such as human resource management (HRM) has been evolving dramatically in recent years. The Chinese labor market is characterized by a vast pool of poorly qualified personnel, more than 15 per cent of the populations are illiterate and many university graduates lack marketable skills. The shortage of top-class professionals and managers is acute, especially in areas such as accounting, HRM and marketing. Aggravating such shortages is the concentration of professionals in the major coastal cities of Beijing, Shanghai and Guangzhou (Verburg, 1996). Human Resource Management in China as new as its market economy, with its traditional personnel administrative system undergoing a period of profound change. Besides, HRM in China are different from those in other countries because of different political, economic systems and social and cultural backgrounds. Therefore, HRM in China faces several problems. First, Chinese enterprises in general do not have a systematic approach to HRM that is consistent with their enterprise business strategy. Second, despite the oversupply of labor, many employees are experiencing recruitment and retention problems. Third, there is a lack of an effective system which links long-term motivation and performance with reward. Forth, there is a lack of coherence and continuity in enterprise training. The growth of human capital is obviously lagging behind that of enterprise profit (Pawan, 2004). Hence, this study aims to find out what are the problems about HRM in Chinese SMEs, what are the roles of HRM in SMEs, how is the role of HRM affect employee performance, and extent where this employee performance affect organization performance. 1.1.1 Definition of SME in China With the SME Promotion Law of China effect in 2003, the new definition of SME came out as well. The new guidelines base on the number of employees, revenue and total assets of enterprises. The SME definition in China is quiet complex. Such as the specific criteria about the total assets of enterprises in industrial sector, including mining, manufacturing, electric power, gas, water production and supply and construction. However, in the industries like transportation, wholesale and retail business, and hotels and restaurants, there is no assets requirement. Guidelines for the industrial sector requires SMEs to employ a maximum 2,000 people, and to have an annual revenue not exceeding RMB300 million. Their total assets should not exceed RMB 400 million. Medium-sized enterprises should employ a minimum of 300 people. Their annual revenue and total assets should not exceeding RMB30 million and 40 million respectively. The rest are classified as small enterprises (Details see EXHIBIT 1-1 ). Consequently, an SME in China may be quite large relative to SMEs in other countries. Therefore, this paper mainly focuses on small enterprises (SEs), including the problems of SE, the survey of SEs, and the recommendations about human resource perspective for SEs. EXHIBIT 1-1 The definition of SME in China 1.1.2 Challenges to Chinese SMEs During the twenty-first century, businesses became more than slim; some became anorexic. Cost cutting achieved impressive short-term results. According to some studies, about 50 per cent of the company cost is the employee salary pay. Therefore, in order to cut operation cost, companies start to cut employee salary. Consequently, cutting the pay for the employee caused employee dissatisfaction and left. In China, the serious problem which the organization faces is the shortage of skilled staff to carry out maintenance and repairs or lack of trained employee. Likewise, one of the significant difficulties of SME is the cost of doing business in industrial areas and host towns are high; physical infrastructure is poor; and operational costs are high. 1.2 Research objectives In general, small firms pay less attention to human resource management than their larger counterparts do (Barron et al., 1987; Hornsby and Kuratko, 1990). The available empirical information on HRM within SMEs suggests that smaller firms make less use of high performance HRM practices than larger organizations do (Barron et al., 1987; Homsby and Kuratko, 1990). This is in line with the finding that small organizations are in general more likely to operate in an informal and flexible manner than larger firms are. For instance, Koch and McGrath (1996) find that, normally, firm size is positively related with the incidence of HRM planning and formal training, and with the level of overall HRM sophistication. Westhead and Storey (1997, 1999) find that both managers and employees are less likely to get formal training in a small firm. In a study by Jackson et al., (1989), smaller companies are found to have less formalized performance appraisals, less likelihood of bonuses based on compa ny productivity and less training than larger companies do. Aldrich and Langton (1997) find that larger companies have more formalized recruitment practices. However, firm size is not the only factor in predicting HRM practices. A large heterogeneity exists in the type and formalization of HRM practices found among smaller firms. Thus, this study aims to find out the problems of HRM within Chinese SMEs, to increase our understanding of HRM practices in SMEs and seek out what are the roles of HRM in SMEs. What is more, the impact of HRM practice will be also considered, via the chain of better HRM, better outcomes, to better firm performance, and then to better and more sustainable economic performance in the national economy. As well as what are the challenges for HRM in Chinses SMEs. 1.3 Problem statement The importance of HRM has received much attention in recent years. Some researchers approved that the practive of HRM might lead to better HRM outcomes that can enhance firm performance (Beer, Spector, Lawerence, Mills and Walton 1984; Fombrun, Tichy and Devanna 1984; Guest 1987; 1997; Schuler 1988; 1997). As well as suggest by Boselie et al.,(2001) and Guest (1997), increase usage of high performance HRM practices is generally associated with improved firm performance. Moreover, as MeEvoy (1984) already suggested, HRM practices may be an important cause of small-firm success or failure. However, there has different view of HRM. Some argued that there is a weak link between HRM and performance (Lee and Chee 1996; MacDeffie 1995; Purchell 1995; Dunphy and Stace 1992; Wong et al. 1997). In the recent Chinese economy, what are roles of HRM may contribute to better behavioral outcomes, and thus lead to better enterprise performance? Therefore, this study addressed the following research questions: RQ1: What are the roles of HRM in Chinese SMEs? RQ2: Do the roles of HRM enhance employee performance? If so, which role is the most important? RQ3: To what extent the employee performance affect the organizational performance? RQ4: What are the challenges to HRM in Chinese SMEs? The basic hypothesis is that the roles of HRM improve employee satisfaction. Further, positive employee satisfaction is positively correlated to employee performance. Consequently, positive employee performance is positively correlated to organizational performance.The Structural Equation Model as bellow: Organizational performance Employee performance Employee satisfaction The role of HRM H1: The role of HRM improve employee satisfaction H2: Positive employee satisfaction is positively correlated to employee performance H3: Positive employee performance is positively correlated to organizational performance 1.4 Research motivation How to manage an organizations workforce is a fundamental aspect of each organization, irrespective of its size. Enterprises are faced with the task of recruiting and retaining a suitable workforce. This is not only a challenge for large enterprises, but also for small and medium-sized enterprises. The increasing attention on HRM in SMEs is a comparatively recent phenomenon. HR- researchers have largely ignored the SMEs, even though smaller companies could be fruitful subjects for empirical investigation because their numbers, the growth-rates and not least diversity in the qualitative aspects of management practices. Traditionally, HRM is not being seen as important as other departments like marketing, accounting, operation. There are two reasons for the lack of interest for the HRM in SMEs. Firstly, the managers and/or owners of the SMEs, often ignored personnel, or HR issues like training and development, performance management, employee counseling etc. It seems that the mangers have the view that HRM is unresponsive or not tailorised enough to their needs, and it is considered too costly and activity to carry for a small organization. The lack of appropriateness, expectation of the activities being too bureaucratic, time consuming and the lack of clarity concerning direct effects etc., has resulted in very limited attention to the approach and the techniques associated with it among management (often without any background knowledge on personnel and HR). Earlier studies indicate even traditional personnel activities are rather seldom used in SMEs. Accordingly, with the growth of SMEs in China, and SMEs have increasingly contributed to Chinas economic growth, we need to pay attention to the SMEs performance, or we can say pay attention to HRM in SMEs. As HRM issue always been ignored, especially in SMEs, the researcher attend to do this research to explore the problems regarding HRM within SMEs and the roles of HRM in SMEs as well as the challenges for HRM in Chinese SMEs. 1.5 Scope of research Based on regional distribution (see EXHIBIT 1-2), 68.58 percent of SMEs are located in the east of China, 20.14 percent in the middle of China, 11.28 percent in the west of China. Small enterprises in the top five provinces make up 48.4 percent of all small enterprises. These provinces are all located in the eastern area of China which is Jiangsu, Zhengjiang, Guandong, Shanghai, and Shandong with 11.6 percent, 11 percent, 10.4 percent, 9.9 percent, 8.9 percent, and 7.6 percent of all SEs, respectively. EXHIBIT 1-2 Distribution of registered types of small enterprises (see EXHIBIT 1-3) is as follows: domestic enterprises in mainland China make up 96.1 percent of the total; HK-, Macao- and Taiwan-based enterprises, 2 percent; and foreign enterprises, 1.9 percent. Meanwhile, private enterprises comprise 66.1 percent of all SEs. EXHIBIT 1-3 Chapter 2 Literature review 2.1 Human Resource Management overview (à ¦Ã‚ ¦Ã¢â‚¬Å¡Ãƒ ¥Ã¢â‚¬  Ã‚ µ) HRM is about the management of an organizations workforce. Managing a workforce first of all requires the presence of a workforce, which calls for activities in the fields of recruitment, selection, appraisal and compensation. Next, the workforce must be organized. Tasks and responsibilities must be determined and communicated. To ensure that employees possess required knowledge and skills, training and development activities can be carried out. Such activities may influence the working climate within the organization, and thus employee commitment and job satisfaction. Organizations may also employ activities that directly aim to improve commitment and satisfaction, either because job satisfaction is a goal in itself, or because it is believed to have a positive impact on organizational performance. 2.1.1 Roles of Human Resource Management In the past few years, roles of HR professionals were viewed in terms of transition from operational to strategic, qualitative to quantitative, policing to partnering, short-term to long-term, administrative to consultative, functionally oriented to business oriented, internally focused to externally and customer-focused, reactive to proactive, activity-focused to solutions-focused. However, these transitions are too simplistic. In fact, the roles of HR professionals are in reality, multiple and not single. In order to create value and deliver results, HR professionals must begin not by focusing on the activities or work of HR but by defining the deliverables of that work. Therefore, Dave, (1997) came out the framework of four key roles of HR professional (See EXHIBIT 2-1). The two axes represent the HR professionals focus and activities. Focus ranges from long-term/strategic to short-term/operational. HR professionals must learn to be both strategic and operational, focusing on the long term and short term. Activities rang from managing process (HR tools and systems) to managing people. These two axes delineate four principal HR roles which are: (1) Management of strategic human resources; (2) Management of firm infrastructure; (3) Management of the employee contribution; and (4) management of transformation and change. In other words, the roles of HR professional are strategic partner; administrative expert; employee champion and change agent. Table 2-1 summarizes the deliverables, metaphor and activities the HR professional must perform to fulfill the role. EXHIBIT 2-1 HR Roles in Building a Competitive Organization Table 2-1 Definition of HR roles Management of Strategic Human Resources This role focuses on aligning HR strategies and practices with business strategy which requires that the HR professional works as a strategic partner, helping to ensure the success of business strategies. Translating business strategic into HR practices so that the business can adapt to change, better meet customer demands and achieve financial performance through its more effective execution of strategy. Management of Firm Infrastructure Management an organizational infrastructure is a traditional HR role. This role requires HR professionals design and deliver efficient HR processes for staffing, training, appraising, rewarding, promoting and managing the flow of employees. HR professionals must ensure that these organizational processes are designed and delivered efficiently. Management of Employee Contribution This role indicates that HR professionals involve in the day-to-day problems, concerns and needs of employees. As employee champions, HR professionals need to understand employees needs and ensure that those needs are met, overall employee contribution goes up. Therefore, HR professionals should be active and aggressive in developing human resource, linking employee contributions to the organizations success. Management of Transformation and Change The final role of HR professional is to management transformation and change. Transformation entails fundamental cultural change within the firm. Change refers to the ability of an organization to improve the design and implementation of initiatives and to reduce cycle time in all organizational activities. HR professionals help to indentify and implement processes for change. Ulrich, in conjunction with Brockbank, reformulated the 1997 model in 2005, listing the following roles: Employee advocate focuses on the need of todays employees through listening understanding and empathizing. Human capital developer in the role of managing and developing human capital (individuals and teams), focuses on preparing employees to be successful in the future. Functional expert concerned with HR practices that are central to HR value, acting with insight on the basis of the body of knowledge they process. Some are delivered through administrative efficiency (such as technology or process design), and others through policies, menus and interventions. Necessary to distinguish between the foundation HR practices recruitment, learning and development, rewards, etc and the emerging HR practices such as communications, work process and organization design, and executive leadership development. Strategic partner consists of multiple dimensions: business expert, change agent, strategic HR planner, knowledge manager and consultant, combining them to align HR systems to help accomplish the organizations vision and mission, helping managers to get things done, and disseminating learning across the organization. Leader leading the HR function, collaborating with other functions and providing leadership to them, setting and enhancing the standards for strategic thinking and ensuring corporate governance. 2.1.2 Strategy Human Resource Management There is a growing awareness of the importance of human resources as well as strategy HRM. An integral component of organizing and staffing is SHR, which is becoming more widely recognized as critical to developing and implementing considered responses to profit pressures (Kawalek and wastall, 2005; Lam and Schaunbroeck, 1998; Murphy and Zandvakili, 2005). As a result, .Much attention has been given to SHR in recent years (Ericksen and Dyer, 2005; Martin-Alcazar, Romero-Fernandez, and Sanchez-Gardey, 2005; Richard and Johnson, 2004). Strategy HRM is an approach to making decisions on the intentions and plans of the organization in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management, reward, and employee relations. According to Hendary and Pettigrew (1986), strategic HRM has four meanings: 1. The use of planning; 2. A coherent approach to the design and management of personnel systems based on an employment policy and manpower strategy and often underpinned by a philosophy; 3. Matching HRM activities and policies to some explicit business strategy; 4. Seeing the people of the organization as a strategic resource for the achievement of competitive advantage. SHR is concerned with the contributions HR strategies make to organizational effectiveness, and how these contributions are accomplished (Ericksen and Dyer, 2005) and involves designing and implementing a set of internally consistent policies and practices to ensure that an ganizations human capital contributes to overall business objectives (Baird and Heshoulam, 1988; Huselid, Jackson, and Schuler, 1997; Jackson and Schuler, 1995; Richard and Johnson, 2004; Schuler and Jackson, 1987). The idea that HR management systems can play a significant role in creating success for organizations is not new. Porter (1985), for example, argued that HR management practices can help organizations gain competitive advantage by lowering costs, increasing sources of product and service differentiation, or some combination of the two. 2.1.3 Strategy Human resource vs Traditional Human Resource Strategic HR differs from traditional HR in a number of ways: 1. In a traditional approach to HR, the main responsibility for people management programs rests with staff specialists in the corporate HR division. A strategic approach places the responsibility for managing people with the individuals most in contact with them, their respective line managers. 2. Traditional HR focuses its activities on employee relations, ensuring that employees are motivated and productive and that the organization is in compliance with all necessary employment laws. Strategic HR focus to partnerships with internal and external. 3. Transitioning From HR to SHR Although HR has made great strides in becoming more strategic, it has yet to fully achieve an established role as a strategic business partner. SHR expands the traditional role of I i R from bureaucratic to strategic (Leonard, 2002). Due to the tremendous differences between traditional HR perspectives and SHR, it is not shocking that few organizations are successful in transitioning to SHR (Fisher, Schoenfeldt, and Shaw, 2003). For HR to become a strategic business partner, a complete change in mind-set is needed. Table 1 provides a discussion of the key issues or aspects of HR management and examines differences between what is required for traditional and strategic HR. Fundamental Mind-set Lepak and Snell (1998) report that a survey of 1,050 companies indicated that HR professionals devote less than one-third of their time to SHR activities. Instead, their time is spent on traditional activities. (Fisher, Schoenfeldt, and Shaw, 2003; Creen, 2002). In short, the basic mind-set of traditional HR is very transactional in nature-strict focus on these basic activities does not bode well for perceiving HR as strategic. The most frequently cited barriers limiting HR departments to more effectively contribute to their organizations bottom line were HRs strong focus on administration and the inability to directly measure HRs impact on the bottom line (Fegiey, 2006). This may contribute to a perception that HR merely plays an operational role and is not an important strategic partner. Therefore, SHR requires a different mind-set, one that focuses on organizational transformations, as well as transactions. SHR can play a more consultative role in organizations in which HR profess ionals help organizations achieve goals within the larger organizations HR system (Creen, 2002). Additionally, SHR can be more involved in transformations using change management techniques instead of strictly focusing on the transactional activities. SHR can fulfill an important role in change management by helping upper management understand the fear of change and the negative reactions to it, as well as ameliorate anxiety and prepare the work force for change. It appears that some HR professionals recognize this need (cf., Harvey and Dentà ³n, 1999), but it is uncertain if HR is currently prepared to take on such roles. View of Organization Some contend that HR professionals suffer from a lack of vision when it comes to the big picture of the organization {Leonard, 1998). HR management tends to hold a micro view of the organization and HR managers are viewed as somewhat insular, focusing solely on their HR departments and on day to-day operations. In fact, many HR professionals see the HR function as a separate entity and are not involved in finding business solutions{Caudron, 2002). For example, HR planning often takes place separately from the overall strategic planning process and only at set intervals (e.g., annually). Additionally, HR planning is often used as a means of convincing top management to allocate sufficient resources for HR rather than to enhance the organizational performance process (Lam and Schaubroeck, 1998). Although HR planning is important in its own right, even the most sophisticated HR planning processes are ineffective unless done in concert with the organizations overall planning process (Dav id, 2005; Lam and Schaubroeck, 1998). HR should develop a broad and far-reaching vision and understanding of where the organization is headed and how it can help steer the organization in that direction (Leonard, 1998). The importance of the need for a fit between HR strategy and the overall business strategy cannot be over emphasized. HR needs to focus on recruitment alignment, selection, compensation, discipline, training, reward and recognition processes, and leadership development with the strategy and goals of the overall organization. HR must understand the business and make a business case for its decisions, programs, and practices to receive full acceptance at the planning table. Education and Training Another area where HR needs enhancement to become more strategic is in its formal education and training (Meilich, 2005). First, many HR practitioners do not have formal training or education in HR management. Recently, the Society for Human Resource Management surveyed members concerning the strategic nature of HR. Surprisingly, only 35 percent of the respondents indicated that their highest level of education completed involved a concentration in HR (Fegley, 2006). Additionally, many HR professionals do not have business degrees, often reflecting inadequate knowledge of business principles and practices. The survey revealed that only 20 percent of the respondents indicated that their highest degree completed was a B.B.A. or MBA (Fegley, 2006). Consequently, many HR professionals may not have adequate understanding of business concepts that are critical for acceptance as a strategic partner. HR has the potential to positively affea numerous important business activities but HR profe ssionals need to strengthen their knowledge of HR practices and regulations as well as financial knowledge, especially in the areas of business finance, financial planning, and accounting, to do so. While a change concerning HR education and training is needed, traditional HR education should not be abandoned. Rather, its important to develop business-related capabilities to complement the technical HR capabilities that HR professionals already possess. Critical Skills Another potential barrier to strategic HR management is the basic skill set or competencies that traditional HR professionals possess. Like lawyers, HR professionals are trained to be orderly, keep accurate employment records, complete documentation, and protect organizations from litigation (Green, 2002). Although such skills are necessary, many HR professionals mistakenly see this as their only job. Senior managers need HR professionals to serve as problem solvers, conflict managers, coaches, and liaisons with considerable organizational savvy (Green, 2002). HR practitioners must re-examine their existing skills and competencies to meet these new challenges. IIR professionals may look to develop additional skill sets such as critical thinking, strategic planning, project management, organizational analysis, consulting, and change management (Hayton, Cohen, Hume, Kaufman, and Taylor, 2005). This is quite a shift from what is traditionally expected, but it is essential for HR profess ionals who are working to become strategic partners. View of Employees Traditionally, HR views employees as heads or costs to the organization. With traditional HR serving mostly an administrative function, this attitude is somewhat understandable. However, this view is certainly not strategic in nature, and surely will become even more problematic as the United States experiences the labor shortages that are forecasted. The tight labor market of the present and future will make recruiting and retention top priorities in most organizations (Leonard, 1998). Hnder these conditions, the margin for error is small and the costs associated with selecting the wrong employees or losing the right ones is exacerbated. Therefore, it is critical to view employees as extremely valuable sources of produaivity and innovation. Timeframe As previously discussed, traditional HR professionals focus more closely on the transactional aspeas of their jobs. Most of these transaaional functions fulfill immediate needs of the organization and have a near-term deadline. As a result, most traditional HR practitioners are somewhat short-term in their focus. In contrast, SHR requires a long-term focus encompassing both the immediate and future needs of the organization. SHR must anticipate where the company is going to be in five to six years and help organizations understand the impact of changing demographics and expectations of the work force (Leonard, 1998). Process/Outcome Orientation when it comes to the bottom line, many believe HR has generally been out to lunch (Leonard, 1998). Some HR professionals seem more concerned with processes than with results. While issues concerning processes (e.g., employee participation, fairness, due process) are important, IIR must place more emphasis on results and work to understand how internal decisions and actions affect the bottom line. To accomplish this effectively, HR needs to measure the effects of its systems and processes, and demonstrate their impact on the bottom tine to gain equal status in the strategic planning process. Currently, fewer than half of HR departments have an established method to measure the effectiveness of their strategies (Fegley, 2006). Through measurement, HR can help demonstrate its value to the organization while tracking how well the organization is implementing various policies, systems, and initiatives, and ensuring that the desired behaviors and processes support the organizations strateg ic goals (Pfeffer, 1995). Risk HR professionals are typically risk averse, tending to err on the side of caution as they comply with the myriad laws and regulations. HR is often seen as the entity that stops companies from doing the right things (Caudron, 1997) rather than helping companies achieve their goals and objectives. One can argue that extreme caution may be appropriate in some circumstances; however. traditional HR can generalize this approach across its functions. More risk taking is required in todays business environment. Organizations must now respond to change faster and with greater risk while operating in an unpredictable internal and external environment (Briggs and Keogh, 1999). HR practitioners should display a willingness to try new things to meet the challenges of todays global marketplace (Leonard, 2002). Response to Change HR should accept some blame for the stumbling blocks experienced in working to achieve equal status as a strategic business partner. Chief among these problems is the HR professions resistance to change (Leonard, 2002). As a group, HR practitioners have been slow to respond to changes in their jobs and in the business environment. Perhaps the most critical or damaging instance is the slow acceptance of technology. Originally, numerous HR professionals viewed technology as something that would eliminate many of their jobs, rather than enhance their roles and responsibilities. Purthermore, some were reluctant to give up their paper-based processes (Leonard, 2002). This reluctance to accept technology damages the professions image and makes HR slower to react to workplace changes, To become more strategic, HR must accept and respond to changes in the business environment. In addition to ensuring their own viability, HR professionals should show more responsiveness to change in the futur e. HR Systems and Practices Perhaps to simplify and standardize their policies and practices, traditional HR often prefers a one-size fits-a

Wicked Virtuoso In Your Shadow :: essays research papers

h, p-leez, gimme a break, so what if I say wicked? Or evil is more appropriate? And stop those scrutinizing brows; this is of no inept revelation. And why begin it as eloquently as this is? Simple. Arrogance and hypocrisy within the breeze of air that surrounds me is as callous as they are overwhelmingly alluring and good-looking. Yes, I speak of a sheep in a wolf’s clothing, a metaphor you wish not to plummet into nor be one of its allies. Nor do I. Not in a million years. Beware, on land, on moon, on space, the wicked paranoia may never come as a visible being but in a tacit, truculent silence, like a shadow lurking behind your every step. Some maybe inopportune as they are empirical and wise for I myself bushwhacked few of them, catching the drift, turning my back, and kindly letting them live their crazed life, hearing things but letting it out of my system the second it hits me. So, I was born with it, the so-called intellectually vital vision and outstanding senses. I sense the real, the fake, the filthy. I sense which has heart, which has not. When you are a Virgo as the writer is, you are one with the nature; you are a virgin who symbolizes purity of the mind- the ability to grasp things logically. What others say has never staunched me, never trampled me, never put me down. Sheep in a wolf’s clothing- more of an ethnic joke than a human being. Jogging up my memories, the bad ones have all but not vanished. But these made me stronger like my Shihan’s innate and apparent strength. Fear never reverberates through me, slap me and I’ll break your nose, hurt me and you’ll wish you we never alive. So here goes nothing- I am a girl, a powerful femininity flows through me, a strong spirit, a determination as strong as Malcolm X’s and a mind as clear as a tranquil Black Sea. Never fear, never hesitate, speak out and be heard, let no wolf clothing scare you. Then there goes the pin-pointer- who points his faults to others. This person is in need of a mirror to reflect the real self- for a wide awakening. A snide attitude toward every little peccadillo he assumes are others but is truly his. He needs to study European suavity or even better- learn to pinch himself- to feel he is at loss, and in need of moral repair.

Education Is the Movement from Darkness to Light Essay

Education in its general sense is a form of learning in which knowledge, skills, and habits of a group of people are transferred from one generation to the next through teaching, training, research, or simply through autodidacticism. Generally, it occurs through any experience that has a formative effect on the way one thinks, feels, or acts. Why do we have to go to school? Well because it is the best option for your future. What would you prefer, without much education you will end up working 50 hour weeks while the other person who has a better education is making more money in half the time, Because those clothes and bills aren’t going to pay themselves and because the new clothes and the new life isn’t going to be greeting you with money. Once married or left alone outside your mothers house, you are all on your own, and if you plan on living somewhere cozy, then I suggest getting a job to pay all those bills which you will be receiving for you and your life. Education is the key role in life and it is what makes a person who he is. Education is what shows the people surrounding you, your occupation that can then slowly lead to your likes and dislikes. The better options the Man or Woman has, the more chances you have on finding the right person in your life. Education is the seed of life, without it, you are unable to take life to its max, to go further than beyond, to live life to the fullest. It is what makes a person think how he thinks. It is what makes a person who he is. It makes his life. It also shows the people who he is, which result in their friendly or cruel gesture to them. With a diploma or a degree in something makes your job a lot more fun and a lot easier to do because you would be enjoying what you do, otherwise you wouldn’t have went that far in that field. The battle for jobs in between diploma’s versus less educated would be a match everyone knew who would win before it even started. Education has some special abilities, of which are, better salary than the common person, healthier or happier life. Education is the most important thing when it comes to job hunting. Education makes a man who he is and what he does. It chooses his faith and when he is on the right path, he leaves him on his own, to make his own decisions with his new life with Education. It shows the surrounding people who you are, what you like and what you don’t. Education has to be used the right way and what I mean by that is to use it to help others. Only education can help you in the future, so why abuse it, and take it if you can!

The Dawros Bay

The Dawros Bay Hotel has recently major financial problems. It is partly because of the economic crisis, but also because of the loss of our clientele. In order to bring back our customers , management appointed me as a new Restaurant manager. The management have lso set their objectives of providing excellent food with 5* as there unique selling point. Therefore, to increase our working effecience and quality of restaurant proper training will be provided as first.This training manual will indroduce you with some new Standard operating procedures which I believe will help us to become succesfull and profitable Restaurant. Daniel Hovancak Restaurant Manager The Importance of Training Training is one of our crucial factor to become succesful and profitable restaurant. It will help you ( as an employee ) to become more efficient and productive if you are trained well.Lillcrap (2010) defines training as the systematic developmnet of people, where the the general objectives are to : Incr ease the quantity and quality of output by improving employee skills Reduce accidents Make the operation more profitable by reducing the amount of equipment and material required to produce or sell in a given unit Make it possible for restaurant manager, or restaurant supervisors to spend less time correcting mistakes and more time in planning Enable new employees to meet their Job requirements and enable experienced employees to accept transfers and increase efficiency in work Definition of Standard Operating ProceduresStandard operating procedures (SOP) are detailed explanation of how a policy is to be implemented. An effective SOP communicates who will perform the task, what materials are necessary, where the task will take place, when the task shall be performed and how the person will execute the task. The purpose of a SOP is to give detailed directions. This means that every single member of Food and Berverge staff in Dawross Bay Hotel can do a Job correctly, on time and what is very important every time..Every SOP iw written will be presented to be more effective, Training that includes hands-on learning activities ill help you to learn and remember information more readily. Every member of F&B staff will be regularly monitored after trainig to make sure you are following training procedures. In general, according to his personal opinion, I believe there are 4 aspects that should be included in his Training Manual as Standard Operating Procedures. These are as follow: 1. How to make make perfect Espresoo 3. Upselling 4.