How My Stories Were Written Essay Example for Free

How My Stories Were Written EssayHave u ever read a story where you were think to or change your life? In the lilliputian story by Bulosan, he uses a few literary elements such as setting, and irony to fork up how someones life can be change by a storyteller. In the following, I will explain what is the role of the Apo Lacay in this short story and how he has helped the author to overcome in the new world.In the beginning of the story It is true there are mountains which are green wholly the year round bordering the northside of the province of Pangasinan, my own native province, in the island of Luzon, Bulosan uses setting to let us know where the story takes place he also utilise us details on how it looks like. This place is so important to him because he was born and raised here his childhood was not as greater as his adult life but he gain so many anecdotes about it. The people that lived in the village were attached to the past centuries and a grant of things have b een said from one generation to another. There was a man who had lived more than anyone else in the village he is a storyteller that comes from a private dwelling in the mountains and start telling his tales to the children and adults.Repentantly, he became friend with Apo Lacay (the storyteller), and learned from his tales even if they were not true. The boy (the author) thought that there were wisdom from his tales and he treasured to remember what kind of people lived in the village when he moves to the land far away. We sometimes do not pay attention to what or whom we learn to, we do not realize that we can learn a lot from books or simple short stories and gain the greatest wisdom ever no matter where we go, in this case the author went to America, nothing cannot take the knowledge from you. The boy has also learned that there is more fear among the man than in the night forest full of beast, birds, the trees, storm and tempests. In the savage heart of man there dwells the greatest fear among the living.

Pathological Rationalism Essay Example for Free

Pathological Rationalism EssayWe often encounter a cluster of pathological rationalism in the media. Oftentimes, the claims of some commercials and advertisements are half-truths interspersed with testimonies designed to convince people of their truthfulness and supportfulness when in fact, the claims are not acknowledged by nutritional science. Because its marketing and distribution is not prohibited by law, Vitamin O was marketed as a supplement with beneficial effects for anemia, cancer and the improvement of free energy and of the mind.These effects, however, are but manifestations of the placebo effect and what is claimed as Vitamin O is saltwater with few additional contents (CNN Interactive, 1999). Because of the lack of scientific basis, the Federal Trade Commission brought against the makers of Vitamin O and the company was ordered by the court to return the money of the customers who bought it because the accounts and the evidences presented in the media about Vitam in O is blatantly false (CNN Interactive, 1999).In dealing with media, there should be a reasonable level of skepticism and an effort to verify the information presented. This is a noble approach in dealing with information from the media. Believing without delay might be costly, especially in matters that concern health and well-being in life. Although testimonies are helpful, the motives of these testimonies should also be analyzed if they are only meant to help sell the product.By doing this, we can be protected from the hype and glut perpetrated by the media. Another pathological rationalism is the speech of Irans President at Columbia University. In the interest of free speech, he was allowed to address American students although he is known for his extremist views about developing nuclear weapons and making war with Israel. If people would start believing in him right away, he would create havoc. Yet, effective research should be done to verify and counter the arguments he p resented.

New Approaches Of Human Resource Management Business Essay

New Approaches Of Human Resource Management Business EssayHuman resource Management is the backbone of organisations growth in this changing tune world. Organisations be having atomic number 18 a large budget and a separate development for HRM due to the internationalisation and globalisation phenomen. The importance of HR in the UK has change magnitude during the past years, which has led organisations to review their policy on handling human resource which in some case is the core competence of the organisation. The term HRM and HR adopt largely replaced the term someonenel trouble in managing people in the organization.Historical development of HRM.HRM has developed over time from mere administrative employment to modern role of strategical development. Strategic HRM has gained both credibility and popularity over the past decade, employee ar considered as separate of the over all strategyforce play ManagementHuman Resource Mgt.Nature of relationsFocus individualistic C ontractual foundingFocus unitarist- fancy and mission-Employees as partners in the org.Relation of military group and Mgt.Centralized Top tell apartment full authorityDecentralized-Power sh atomic number 18d between top, middle and modester mgt.-TQM approach-Bottom up approachLeadership and Mgt powerTransactional Task oriented focus on procedures punishment for non complianceTransformationalpeople oriented-focus on shared vision. Corporate culture and vision, trust and flexibility.Pay policies and telephone circuit designBased on skills and knowledge-ability to perform the confinement as per contract-Division of labor no value added-Job design functional based knowing to encourage continuous ancestry performance and improvement-linked to value added-Job design teamwork and cyclical based.-Job RotationTesco which operates in a fiercely competitive sector has been make by using a human resource led business strategy. Although the analysis preceding(prenominal) show more co ordination between employees and employers, the fact is the working surround is more competitive for both parties.On one hand in that locations organisation like Tesco who is investing a huge budget for the HRM whereby the cost will be recovered through there sales that is being paid by the general public.On the former(a)hand employees which are with less business organization security dont have much survival of the suffertest other than to show there commitment and as well having transferable skills with the changing employment market.Human resource practitioner.HR people are the strategic database of organizations.Source (www.bized.co.uk)HR Practitioners acts as the bridge of communication flow between Mangement and employees. Sometimes heavily involved in the running(a) role, handling grievances and check into while new demands are do from them. It is quite difficult to measure the effectiveness of the HR as it is so complex.The HR Practitioners should be able to institut e Value demonstrate their impact on the businessRecruitment and retention Aware of labor market, recruitment source and key talent retention.Succession planning- clean-cut men development plan Turnover, change to business (technological or legal)Motivation and Engagement Demonstrate that people pay a difference (Employee motivation and engagement).Employer of choice To engage the best talent and come up these people engaged.Source ( Mr Vedula Notes )Line managers in HR practices.Line managers are responsible for group of employee normally in the lower layers of management pecking order and these employee do not themselves have whatsoever managerial or supervisory responsibility.Line Managers ResponsibilityPeople managementManaging operational costsProviding technical expertise snuff it allocation and RotaMonitoring and checking qualityDealing with customers/clientsMeasuring operational performance -performance appraisalLine managers RoleIn organization like Tesco they a p lay a vital role in cost of implementing and enacting HR policies and practices. The checkout line managers would be in damp position to convince their staff for any overtime or bank holiday shift. As employees feels more positive slightly the relationship with their line managers. So they are more likely to have higher levels of job satisfaction, commitment and loyalty associated with better performance and discretionary behaviors. Line managers also help in structuring people actual experience of doing a job. They play a crucial role in acting upon the advice or guidance from HR ( Implentation of new ordinance selling alcohol to under ages customers). Line managers control the work flow by directing and guiding the work of others. They also have to distinguish to HR about any changes about the number of employees they need or any leavers to fill the gap for. So they always have to work in collaborationism with HR.A well managed line managers are more likely to go on to lead high performing teams, therefore the support of senior management and action on the continuous development of line managers are critical.Recruitment and Selection.Recruitment is the process of Attracting, viewing and selecting competent people for a job at an organization.Source (www.1000ventures.com)HR planning and stages involved in the process.Human Resource Planning is the process of analyzing an organizations likely future needs for people in terms of numbers, skills and locations. They uses the right recruitment and training techniques to satisfy these needs. It ensures the firm has right number of people, in the right place, with the right skills at the right time.Tesco need for recruitment arises when there is new outlet opening in the UK and international expansion. There is also leavers , resigners or those who retires to be replaced. Any change in strategy, process and technology magnate rise to the need of more staff. In Tesco the latest one was the introduction of IT sales assistant in the shop and the self service checkout.Tesco uses a workforce planning table to establish the likely demand for new staff which are quarterly reviewed. Tesco can adjust staffing levels and Recruit accordingly to meet its strategic objectives, for example, to open new stores and maintain customer service standards.A Job description sets outJob titleJob toters responsibilityTo whom the job holder is responsibleAsimple description of roles and responsibilities.A Person specification sets out the skills, characteristics and attributes that a person needs to do a particular job.These two tools combine to make the basis for job advertisement. They help job applicants and post-holders to know what is expected of them.They shouldInformation to attract suitable peopleChecking device to select applicants with the right skills for interviewTargets and standards for job performance. affect for recruitment in two organizations.Tesco internal recruitmentThe process looks at i ts internal Talent Plan, internal mgt development programme and options which lists current employees spirit for a move, either at the same level or on promotion. In case none of them match their requirement Tesco advertises the post internally on its intranet for two weeks.Tesco external recruitmentTesco advertises vacancies via their website or through vacancy boards in stores. Applications are made online for managerial positions. The chosen applicants have an interview followed by attending at an assessment centre for the final stage of the excerpt process. People interested in store-based jobs with Tesco can approach stores with their CV or register though Jobcentre Plus. The store prepares awaiting list of people applying in this way and calls them in as jobs become available..Tesco will seek the most cost-effective way of attracting the right applicants. It is costly to advertise on television and radio, and in some magazines, but sometimes this is necessary to ensure th e right type of people get to learn about the vacancies.IKEA Recruitment ProcessIkea developed global recruitment process, offering higher quality at lower cost by using modern technology. Ikea make open days for its future workers where they can chat with existing employees. Ikea recruitment strategy focuses on variety and ethics rather than pervious experience which has keep their turnover very low. Innergy (Agency) helps Ikea managing their recruitment process. BrassRing had been chosen by Ikea as its Global e recruitment platform and was implemented by ARINSO International. The recruitment process was passing manual and non consistent before. This project would allow Ikea to restructure its recruitment processes.Interview technique and natural selection methods.Interview technique is designed to predict future job performance on the basis of applicants oral responses to oral inquiries.AdvantagesHighlight communication skills , verbal and social skillsCan assess knowledgeCompa tibility between the applicant and the employeesapplicant asked question might help for selection decision .( Pay , Perk or Future studies)Flexible to gather more info.Disadvantagessubjective evaluations are madedecisions made on the first impressioninterviewers form stereotypes concerning the characteristics required for success on the jobnot as reliable as testInterviewers whitethorn be biased to candidate they likeInterviewers may use multiple, leading ,embarrassing and provocative questionsInterviewers may talk more than listeningInterview technique has low reliability and low viability.Selection methodsPsychometric Testing- good record and liability.Ability Test Focus on mental abilities and physical testingInventories Self report questionnaires interests, aptitudes and preferencesE-assessment Testing anytime and anywhereLoss of control over administration of testAssessment centers Provide fuller picture combining a range of techniqueSelection practices and procedures in t wo organisations.Selection involves choosing the most suitable people from those that apply for a vacancy, whilst keeping to employment laws and regulations.Screening candidates is vital within the selection process ens8uring the best candidate fit the gap. Line managers for the job often take part in the interview to make sure that the candidate fits the job requirements.Tesco selection external management stagesIKEA recruits people based on fact they will be suitable on the culture. As stated above the selection process is mostly carried out by agency but within IKEA there are development methods which include training, coaching and performance management. As much(prenominal) creating a source of internal recruitment as Tesco has, but the process of external recruitment is carried out by the agencies mostlyProcedures for monitoring and rewarding the employee.Employers have always monitored their staff in one way or another because they have always needed to be able to check the quality and amount of their employees work. Helping to identify the need for training, refresher courses or appraisal.Job evaluation and factors find pay..A method of determining on a systematic basis the relative importance of a number of different jobs used whenDetermining pay and grading structuresEnsuring a fair and equal pay systemRanking.Jobs are compared to each other based on the overall charge of the job to the organization.AdvantagesSimple.Very effective for few jobsDisadvantagesDifficult to administer -jobs increases.Rank judgments are subjective.Process to be repeated for each new job to be filled.ClassificationJobs are classified into an existing grade/category structure or hierarchyAdvantagesSimple.The grade/category structure exists independent of the jobs.Classification easier than the Ranking Method.DisadvantagesClassification judgments are subjective.The standard used for comparison biasesSome jobs may appear to fit within more than one grade/categoryFactor Com parisonA set of compensable factors are identified as determining the worth of jobsSkillResponsibilitiesEffortWorking ConditionsAdvantagesThe value of job- monetary terms.Applied to a wide range of jobs.Applied to newly created jobs.DisadvantagesJudgments are subjective.The standard used for determining the pay for each factor may have build in biasesThe point methodEach factor is then divided into levels or degrees which are then assigned points. The points for each factor are summed to form a substance point score for the job.Jobs are then grouped by total point score and assigned to wage/salary gradesAdvantagesThe value of job monetary terms.Applied to a wide range of jobs.Applied to newly created jobs.DisadvantagesJudgments are subjective.The standard used for determining the pay for each factor may have built-in biases satisfy system.Rewards can be categorized in the above matrix.As well as competitive salaries at all levels, in every area of the business, Tesco also offer a whole package of other ways to help you make more of your money, safeguard your future and look after your health.Motivational theory and reward.National Business Awards, the company just chosen as Employer of the Year was Tesco. In their citation the judges said that Tesco was voted Employer of the Year because its solutions were seen to be more holistic, Tesco have invested 12m this year alone in training schemesTescos Employee Reward Program has some similarity to Taylors theory. Its financial reward packages are a motivating factor.At Tesco the Mayo theory is seen to be operating throughout the company. conversation is an extremely important factor in motivating employees.In 1959 Frederick Herzberg developed the Two-Factor theory of motivationAbraham Maslow argued that humans are motivated by five necessity needsTesco promote new and more open lines of communication between managers and staffDirectors and senior managers spend a week on the shop point listening to ideas and suggestions from customers and staffA talent spotting scheme to fast-track shop-floor workers up the promotional ladderA better understanding of individual employee circumstances.The result of all these initiatives is that Tesco is continuing to show record sales growth and profits .Employees highly trained are demonstrating commitment to the organisation and feels valued within the overall strategy. This if mat up by customer with a higher level of service which gives organisation added value and prestige.Organizations approaches to monitoring performance.Tescos purpose is to serve its customers. Tescos organizational structure has the customer at the top. Tesco needs people with the right skills at each level of this structure.There are six work levels within the organization. Each level requires particular skills and behaviors.Work level 1 frontline jobs ability to work accurately and with enthusiasm and to interact well with others.Work level 2 Team leaders the ability to ma nage resources, to set targets, to manage and motivate others.Work level 3 running an operating unit management skills, including planning, target setting and reporting.Work level 4 supporting operating units and recommending strategic change. Business knowledge, analytical skills and to make decisions, and the ability to lead others.Work level 5 responsible for the performance of Tesco as a whole. ability to lead and direct others, and to make major decisions.Work level 6 creating the purpose, values and goals for Tesco plc. a good overview of retailing, and the ability to build a vision for the future and lead the whole organization.Rights and procedure on exit from an organisation.Evaluation of exit procedures and compare to best practice.When skills are relatively scarce, recruitment is costly and it takes some(prenominal) weeks to fill a gap the level of turnover is likely to be problematic for the org. The operation of an Exit Procedure is extremely important as it he lps the companyTo identify and correct hidden organizational and management problemsIt enables the organisation to comply with its legal duty to monitor the reasons why people is leavingIt helps to ensure the homecoming of Company propertyIt enables a proper handover of work and administrative matters to take placeto examine the reasons why people are leavingto identify whether any improvements in employment practice could be madeUW-EXTENSION ADMINISTRATIVE POLICYUW-EXTENSIONEXIT POLICY AND PROCEDURESResignation If an employee decides to leave employment with Extension, the employee is responsible for providing adequate compose notice The employee will receive written confirmation of the resignation from the hiringExit Questionnaire All separating employees shall complete an Exit Questionnaire,available from the supervisor or divisional personnel representative, and suffer thecompleted questionnaire to the exit interviewExit Interviews Prior to the last day worked, an exiting emp loyee will have an exit interview. theemployee and supervisor are encouraged to discuss any matters of interest.Information undisturbed during the Exit Interview Process shall be confidential and will notbe used in any way to reflect upon the exiting employee Exit interview data shall be compiled, summarized, and reported to the ExecutiveCommittee on a quarterly basisOther Out-Processing Procedures Matters to be reviewed or collected at this time areKeys and key cards.Computer attack authorization codes.Telephone cards or ID cards.Corporate credit cards.Forwarding address.Identification cards/badges.Return Employee Handbook.Arrange last paycheck and vacation pay.* redress conversion and benefits continuation rights.*Tesco exit procedures is not so complex as UW as the nature of the workforce they have is different. They have staffs on temporary contract, part timers and on flexible hours. They do conduct a view point every six months to monitor the workforce concern and appreciati on and there is a clause of intended stay with Tesco. Their every little helps slogan is part of the ethos and culture in Tesco.In the SBUS exit interviews are commonly performed in person with the departing employee. More often talking with the departing employee to more completely explore and understand his or her views during the exit interview.Criteria for redundancy selectionThe selection criteria used by the employer moldiness be care to the full and exactly defined so that they can be fairly and consistently applied to each employee. The criteria must also be hold by the employees representatives Redundancy selection criteria. It must be objective, non-discriminatory and applied consistently.A pool of employees, all or some of whom will eventually be made redundant.Selection criteria for redundancy may beSkills, qualifications and aptitude these can help keep a balanced workforce.Standard of work performance with this method, you need to domiciliate supporting objective e vidence, for example from the business appraisal system.Adaptability it may be important for your business that employees accept different types of work as needs change. attention/disciplinary record you must apply this method consistently, and be sure your records are accurate and that you understand the reasons for absences.Length of service -last in, first out,The following criteria are considered unfair and can give rise to claims under Unfair Dismissal or the relevant discrimination lawstrade union reasonscarrying out duties relating to redundancy, as an pick out representative of the employeesmaternity groundssex, race or disability groundsConclusion.Tesco has been very successful over the past years by a fully intergrated HR department and as such demonstrated a model implementation of HR. The big picture of Tesco strategy is discussed with all employees thus clarifying their role and importance in the organization. The HR department in Tesco is proactive which has allowed the organization to focus on Human resource with such practices with training issues. They perform their task with the Tesco Steering Wheel Strategy and practicing a total quality approach throughout the organization.

Literature on the Caste system in India

Literature on the Caste constitution in IndiaThere is a vast literature on Caste system in India with a farsighted and diverse background. This chapter aims to review some of the relevant literatures pertaining to the company system prevailing in India. Different creators might contribute varied perceptions about this incisionicular topic for discussion. agree to Louis Dumont (1980) in his book Homo Hierarchicus which has exposit about the circle system and its implication, demonstrates that Indian society was structured on a firm nonion of pecking order that was based on the relationship between the pure and the impure. It is more of a religious than a political or economic notion. He defines hierarchy as the principle by which the elements of a whole are ranked in relation to the whole, it being understood that in the majority of societies it is religion which provides the view of the whole, and that the ranking will thence be religious in nature(Dumont,L.1980). He l ikewise points out the prevalence of traditional hierarchy which was based on varnas or colours whereby tribe were divided into quartet categories namely Brahmins, Kshatriyas, Vaishyas and Sudras and untouch competents are immaterial the levelification.M.N.Srinivas (1962) in his book Caste in upstart India and Other Essays, highlights the part played by clan in democratic processes of modern India in administration and education. The author came across certain conflicting attitudes among the stack of the elite class whereby oneness group wanted legislation to eradicate the t give the sacker evils pertaining to the clique system and on the other hand, thither were people who were not only determined not to fight the evil only also tried to practise this system. In his cypher he tries to explain the apprehensions of two social processes namely Sanskritization and Westernization. Sankritization is the part of social mobility as well as the idiom in which mobility expresses itself. This is said to occur within the exemplar of order whereas Westernization happens outside the framework of order. in time, Sanskritisation may lead to ranks becoming unpopular with their neighbours whereby the leaders of upper or dominant caste may show their bitterness by even torturing the members of the trim castes. In independent India, the taciturnitys and safeguards granted to the backwards sections especially the Scheduled Caste and Tribes have helped in the upliftment of the lower caste. He also brings into notice the effect of British rule on the caste system which in a way helped in taking over the power previously exercised by the caste panchayats. A new principle of justice was introduced by the British which said all men are equal before the virtue, and that the nature of a malign is not affected by the caste of a person who is committing it, or by the caste of the person against whom it is committed (M.N.Srinivas, 1962). This has not been fully foll owed in the sylvan areas where caste panchayats are still functioning strongly. The author argues that the Varna system has certainly warped the caste but it has enabled ordinary folks to comprehend the caste system by providing them with a simple and send worddid system that is applicable to all parts of India. To the question of can castes exists in the India of tomorrow the author opines that only a minority considers caste as an evil to the whole nation and that this minority is gradually increasing every day. Moreover in rural areas it is possible to devolve across urbanized young people who consider caste detrimental to healthy relations between people. He concludes by saying that nothing else but the people themselves must understand that caste necessarily means casteism and that benefits it offers are bought at a heavy price for the country as a whole.Taya.Zinkin (1962) in her book Caste Today describes the caste system in India. She considers its origin, the way it works , what democracy is doing to caste and vice versa. In her work she states that caste is not class and that every caste has educated and uneducated, rich and poor, well born and ordinary born. The author also says that caste is not dependent on colour because a Brahmin will not stop being a Brahmin if he is black skinned nor does an untouchable stop being one if he is fair skinned. She also argues that caste is not based on occupation, even various other literatures may not completely agree to what this author states. fit in to her caste is a way of life which divides society into small groups, each of which lives in a quite an different way from the rest. Due to these differences, tiny groups and Copernican aspects of life like marriage take place within them, these groups have immense control of power and thus a better survival. Before she goes into the details of castes, sub- castes and untouchability she tries to explain the concept of re- incarnation. It is said that the who le system is based upon a combination of status fixed by surrender and metempsychosis. This means that a persons birth in the existing life depends on the consequences of his deeds done in prehistoric life i.e. if one performs his duties well complying with what he is supposed to do whence he may be reborn in a better situation or not be reborn at all. Marriage springer vary with castes and sub-castes. Untouchables usually make late marriages unlike the Brahmins who make early arranged child marriages. Finally Tan Zinkin(1962) talks about the beginnings of the breakdown and the passage of belief of the Hindu society. Change of attitudes among the castes and sub-castes were witnessed. More recently, loss of belief has been the result, of the spread of education to the rural areas. With education came an arousing of new expectations, which through much of the Indian peninsula produced a new non-Brahmanical leadership, a leadership which was not only non- Brahmin but positively a nti -Brahmin (Tan Zinkin, 1962.pp38).Tan Zinkin has been pretty much argumentative on the concept of caste. She strongly says what caste in not rather than what caste is. The theory about re incarnation has helped me to realize more about the birth and rebirth cycle with regard to the caste system.Marc Galanter (1963.pp 544-559) in his clause Law and Caste in Modern India focuses on caste and laws pertaining to it during the British rule in India. He describes the way in which the legal rules and regulations affect the caste as an institution. The legal view of caste is explained under three headings namely personal law, caste indecorum and precedence and disabilities. First being legal rights and obligations of a person which is determined by the identity of the caste group to which he belongs. During the British period caste was little used for the occurrence of legal regulation and moreover all castes irrespective of their ranks had to follow the same rights and duties. However caste customs varied when it came to law of succession, law of adoption and law of marriage. Marriages between different castes or varnas were not allowed. Caste autonomy conferred some right to the caste groups to enforce certain rules which were not disturbed by the government. Precedence and disabilities dealt with the legal interventions with regard to the relations between castes. Courts imposed certain rules such as restriction on the entry of a particular caste into temples. This shows that even though the British did help in reducing the caste discrimination, on the other hand they ended up exacerbating it to a certain completion. The author also talks about the independent India where the higher castes have lost their dominance over legal matters and moreover the lower ahs castes have acquired certain government benefits regarding equality and other preferential treatments. Marc Galanter (1963) concludes this essay by saying that British period may be considered as a peri od ofSanskritzation in legal notion of caste. (1963.pp559)Caste- based oppression in India lives today in an environment seemingly hostile to its presence a nation-state that has long been labelled the worlds Largest democracy, a progressive and protective constitution a system of laws designed to proscribe and punish acts of a discrimination on the tail of caste broad- based programmes of affirmative action that include constitutionally mandated reservations or quotas for Dalits or so- called Untouchables and a aggressive economic liberalization campaign to fuel Indias economic harvest-home. Says Smitha Narula(2008) in her article Equal by Law, Unequal by Caste The Untouchable Condition in Critical Race Perspective. The author talks about the caste system and the discrimination attached to it and the inequality witnessed in India today focusing on the caste and gender- based discrimination and its impact on the Dalits of India.Dr.Santosh Singh Anant(1972) in his work The Changing Concept of Caste in India enumerates the psychological aspects of caste, inter- caste relations and of untouchability. He annotates on the theory of status consistency and it is defined as the extent to which an individuals rank positions on a given hierarchies are at a comparable level (Rush, 1967). A Brahmin working as peon in an office and an untouchable or anyone from the lower caste working as a senior officer would be an apt example for status inconsistency. This is however happening due to the spread of education. He brings in one of the several views about the origin of caste system which dates back to 1500 B.C with the advent of Aryans from Central Asia. According to Nehru (1960) The Dravdians were the conquered race and Aryans the conquerors. Since the Dravidians were advanced in their civilization, Aryans considered them to be a potential threat to them. This is considered to be one of reasons why Aryans tried to push the Dravidians to an inferior position and thus crea ted the theory of four- Varnas or the caste system. The author also points out that socio-economic factors such as education, industrialization, and increase in mobility have abated the rate of discrimination of caste system.Sree Narayana Guru the abstainer Who Changed the Lunatic Asylum into Gods Own Country is a biography written by Murkot Ramunny about a saint who lived in Kerala state in the grey part of India. Narayana Guru was a philosopher as well as reformer who immensely contributed to the upliftment of lower castes in Kerala. He helped in bringing about freedom of ingathering and education to millions of under privileged in Kerala. It is due to his selfless service to the society that Kerala has attained 100 percent literacy rate compared to other states in India. The author in his article informs us that, even the father of the nation, Mahatma Gandhi paid him a visit and took inspiration from Guru for the social Upliftment of the lower casts or Harijans (Untouchables). One caste one religion one god for man was his motto. It is years since I left caste and religion. Even then some people are working on presumption that I belong to their community. As a result, a wrong impression has been created in the minds of the people. I do not belong to any caste or religion. In order that only people who do not belong to any caste or religion should succeed me (Narayana Guru, 1091). This piece of literature has helped me in this dissertation to know more about the caste system prevalent in the state of Kerala.According to Harsh Mandir, in his article suntan Baskets of Shame (2010 August 9.pp3), he illustrates a real incident of manual scavenging which had happened in India couple of years back. The statistics shown by him in this article concerning the number of people doing manual scavenging was about 6.4 lacs according to the Planning Commission in 1995. He describes about a campaign named Safai Karmchari Andolan (SKA) which was started as a non-violent mass resistance to end this hideous practice of Manual Scavenging. This campaign was started by an individual who himself was born into a scavenging family who witnessed this abhorring practice from his childhood. As reported by Harsh Mandir in this article SKA is the first movement to end Untouchability in India. But it should be right to say that this was one of the many movements which had taken place in different part of India during different period.In the article The Indian Caste System by Madhudvisa Dasa (August 9, 2010) he tries to explain the caste system in relation to what has been written in the ancient scriptures. He quotes certain ideas from the Holy Book of Hindus, The Bhagavad Gita. The author sheds some light on theVedas, which says that the Varnas or castes are not differentiated on the basis of birth but my mere qualification (Guna) and work (karma). He assumes that the present caste system has degenerated to the extent that people consider men born in Brahmin fam ilies as a Brahmin even if he does not exhibit the qualities of a Brahmin. The author agrees to the fact that one takes rebirth according to his past deeds or karma but at the same time he says that in order to become a Brahmin adequate training is indispensable and that it is not conferred automatically by birth as seen in the present generation.Indias hidden apartheid (UNESCO Courier, 2001.pp27-29) an article written by Gopal Guru and Shiraz Sidhva criticizes the abhorrent caste system in India. The article opens with a note which says Indias ancient caste system persists, subjecting millions to degrading poverty and human rights abuses. Attitudes die hard, despite government legislations to usher in change. They comment on the caste system as a means of deployment by the upper caste to suppress the lower caste and thus attain a monopoly over the wealth, knowledge, power and education. The extent of discrimination was immense that these so called untouchables were forced to use d rums in order to announce their arrival so that the upper caste is not polluted even by their shadow falling on them. This article informs us that the term untouchables was abolished in 1950 under the constitution of India but there still exists a glimpse of discrimination against them. India has however tried to reduce the discrimination by reserving quotas and reservations for the lower castes in education and for government jobs.Caste in doubt The Indian Census and Caste (2010.June 12, pp46), an article which had been recently published in The Economist has details about the reservations and quotas being introduced for the lower castes. This article also brings into notice the issue relating to the inclusion of caste system in the census which is to be declared in the ten yearly plan in 2011. However this had been faced with criticisms because since 1931 India has not counted caste in the census. Moreover it is impossible for it be included in the census because Indias caste syst em has not only the four Varnas but also various other sub-castes which may not be evidently recognised by the authorities. In spite of certain obstacles, the economic growth of the country has contributed to the lessening of discrimination on the basis of caste because a number of individuals have moved from the rigid social surroundings to the urban towns and cities in search of jobs where family background is irrelevant. Many Indians are becoming caste- blind and marrying across caste lines. Anidhrudda, a 20 year old software engineer in Calcutta, says his inter-caste marriage was no big deal. But even he concedes that there are limits. If he had married a dalit, he says, my family would not have been able to face the society (The Economist, 2010.pp46).Leaders Untouchables and Unthinkable Indian Business (The Economist.2007.pp17) is an article which highlights the point that says that Indian business does not discriminate against the Untouchables or lower castes. Moreover, it con demns the practice of reservation in private sector because it would damage the whole business system. Responsibility for lower castes lack of advancement does not lie with the private sector. There is no evidence that companies discriminate against them. The real culprit is government and the rotten educational system it has created (The Economist.2007.pp17).It is not possible to have reservations in Business like they have it educational systems. This article says that as people get richer their concern about the caste fades. Nowadays middle class Indian families are to be seen marrying outside their caste than the rural poor and less likely to wrinkle their nose at a Dalit.Harold A. Gould in his work The Adaptive Functions of Caste in modern-day India (1963.pg427) informs us that caste has not fully disappeared even with the advent of modern technology and other social structural changes. His research found out that in rural areas, the existence of caste in the form of ritual pu rity, occupation, and system of hierarchy still exists in its own way. In contemporary India, however caste system has not disappeared completely but has declined in the urban areas among the educated middle class families.From the above review of Literature and from various other dependable sources it can be understood that it is not possible to witness an India without a small aspect of Caste system. This is because it has been deeply rooted in the minds of Indians since ages and it still continues in certain spheres of their life. Caste system has been a topic of great interest to the Westerners as it fascinates them about the two ideologies- of caste system being important and not being important, existing within the same country and people. Recent articles from The Economist which are mentioned above, mainly talks about the reservations and quotas based on caste rather than discriminating against them on the basis of ritual purity and occupation. However it is not completely t rue to say that caste system has vanished from the Indian society. Educated Indians know that caste exists, but they are unclear and troubled about what it means for them as members of the society that is a part of the modern world. No one can say that it is easy to give a clear and consistent account of the meaning and significance of caste in India today (Fuller.C.J, 1996.Caste Today.pp153)

Causes of High Labour Turnover

Causes of High Labour Turn separately overAbstractEmployee over rick is the term which is a big concern for numerous ecesiss in the UK and worldwide. Although at that place has been a lot of re take c ar and studies which were conducted on this topic, most of these studies and research focuse on the causes of the labor dis set up and little or no focus has been made on examining the effects and advising different strategies which cig atomic number 18tte be used by the pluckrs in spite of appearance their giving medication to invite sure that they dont loose their employee.The purpose of this research is to explore the possible reasons for the advanced-pitched level of ride swage rate in the feldepressionship X and to explore the perceptions of the managers of the come with X on the strategic forethought of labour over deform rate at bottom their arrangement and also to pop the question few recommendations to the managers and the physical composition on how to handle this situation. close of the theories and procedures discussed in this report get out slightlyway or the new(prenominal) suggests us on how to approach this situation of racy labour employee perturbation in the lodge X.IntroductionOrganisations demand labour to function and these old age presidencys ar quickly realizing that employees atomic number 18 their major source of agonistic advantage to stick with in this extremely competitive world. This nonion applies equally to almost any musical arrangement in the world. For an organisation to succeed it has to manage it resources effectively.When an employee dedicates the organisation it non entirely has an constitute-to doe with on the organisation scarce also on the employee and wider society (Mobley, 1982). These impacts fuel be both authoritative and cast out (Mobley, 1982 Hom and Griffeth, 1995), and a greater familiarity of the evolution of labour swage can improve the extent to which organi sations and employees within organisations can control these effects (Dalton et al., 1981).These days organisations invest a lot on their employees in wrong of cultivation and development, brinytaining, and retaining them within their organisation. So, there is a need for the managers to littleen the employee overthrow rates within their organisations. This research pull up stakes look in to the telephoner X, which is a ramify of the large retail outlet group. For the reasons of ethics the name of the company allow not be revealed at any part of this report and will be referred throughout as company X.Company X is a part of large retail outlet with stores which are pass around throughout the UK and worldwide. The note vault of heaven in which the company X is operating has a juicy level of competition and the company X is constantly palmy to maintain their competitive advantage in their sector and gain a gigantic amount of market share.The company X operates in a highl y competitive environment, it has to forever deal with the demands and predictions of the clients which is in turn truly disagreeable for the employees in the company X. This high competition, high demands and high expectation creates a unverbalised environment in the company X and which in turn will touch the employees.The North-East branches of the company X are creation focused on this subscribe aim. The company X has 6 branches in the North-East, each of the branches has a manager, 8 to 10 client service employees (depending on the location of the branch), and 1 director.The director of the company was consulted regarding the research study and was asked whether there were any areas of concerns within the company which he desireed researching. As the director was on the problem(p) there for a checke abundant eon, he was in a very secure position to answer to this question. The director was aware of the reasons why his cater was leaving, but he wanted to bonk wh ether the present staff lock in had the analogous concerns. The director also wanted to know the possible ways in which these concerns could be resolved in ensnare to retain his up-to-date staff.The director was to the full aware that the derangement levels of the company had a negative impact on his present staff. The times of employee overthrow resulted in longer hours for tumesce-nigh(a) staff members which affected the present staff both physically and psychologically because they have to now take a shit for long hours. This was followed during the time when there was training for the immature staff.The existing staff had to increase their workload during the times of training the new staff and this in turn affected the level of customer service give upd by them. The director noticed that during this period some of their staff was demoralised and were asking for time offs which would further have more impact on the different staff. The hiring and training of new st aff seem to have settled this puzzle. However there is some extent of discontent among the staff of company X regarding the company.Aims of the StudyThe main aim of this research is to assess the reasons for high labour turnover in UK and particularly in the organisation which I have chosen.enquiry ObjectivesWhat are the reasons for high labour turnover in company X?How is this issue managed and addressed by the concern of the company X?What does the staff and managers entail close this problem of high labour turnover in their organisation?Try to suggest solutions in order to reduce the labour turn over in the company X.Literature ReviewLabour turnover check to Adams (1993) labour turnover is the rate at which staffs entrust an organisation and are replaced by new employees. besides high a labour turnover rate whitethorn mean that there is something unsatisfactory about working for the organisation and that sue therefore would need to be taken. thither are different kinds of methods in which we can measure the labour turnover.The term turnover is defined by Prince (1997) as the ratio of number of organisational members who have left during the period being considered divided by the average number of great deal in that organisation during that period. The labour turnover baron is the traditional method to measure the labour turnover. This method is a most common method because of the simplicity of usage and to lowstand.Causes of labour turnoverThere was a lot of research carried out by academics in the past to answer the question of what makes the employees to leave organisations (for ex, Beck, 2001 Kramer et al., 1995 Saks, 1996). There has been a lot of repulsion in the findings of the academics which may be because of the variety of employed incorporated by the academics.There is no single or universal reason for why large number leave the organisation. The reasons may be different from one organisation to other and from one mortal to another ( Ongori, 2007), lot may part organisation because they great power not be get what they were expecting from the organisation or they superpower leave the organisation because of mortalal reasons such as family responsibilities or problems in soulfulnessal relationships, neverthe little, all these factors have an impact on the employee and the organisation in which he is working.According to Firth et al., (2004), the strain associated with occupancy, a variety of aspects that advance to theorize associated strain, absence seizure of dedication with in the organisations and job related frustrations make employee to quit the organisations. This apparently marks that these are particular decisions which makes an individual to leave the organisation.These days there are few jobs which are very stressful such as customer service jobs or a gross sales job which involves the employees to work both physically and mentally and this will have an unfavourable impact on the employee w hich world power forgo to turnover. Manu et al., (2004) entreats that economic factors may be one of the reasons why employees leave organisations. They further argued that economic toughie can be used to predict the labour turnover in the market.One other reason for the labour turnover might be expectation of promotion or advancement of wages within the employee (Ongori, 2004). Employees working within an organisation might expect a promotion and might be demoralized if he couldnt manage to get a promotion and might baksheesh to turnover, in the same way an employee working for a long time within an organisation might expect a pay sharpen and will be demoralized and downsized if he couldnt manage to get a pay rise and this might in turn strain to turnover.According to Feaster et al., (1990), to guarantee organisational commitment well-built organisations can provide employees with enhanced option of progression and higher(prenominal) wages. It is explicit that huge organisa tions have many operations, job roles and are spread throughout the country, so there is high possibility that an employee might think about the chances of getting promoted and getting high pay.According to Tor et al., (1997), inadequate data on how to perform a specified job, obscure anticipation of managers, supervisors and peers, uncertainty of performance evaluation procedures, massive job related burdens, and absence of agreement on job duties may cause staff to determine less involved and less satisfied with their jobs, less move to their organisation, and ultimately edge a tendency to quit the organisation. If the employees are not sure of their job role and responsibilities, and if these roles and responsibilities are not clearly mentioned by the management of the organisation, this in turn would lead to the high level of labour turnover within the organisation.Sometimes there arise some factors which are, in part, outside the legal power of the management. These factors may embroil demise or inability of the employee (Ongori, 2004). Employees are normal human beings and they do grow, mature, and die. So, it is inevitable to control these natural factors. Sometimes referable to some internal or external factors highly skilled employees do loose their ability and interest to work, these kind of factors are inevitable and out of control organisations. These factors dec to a lower place military volunteer turnover.Other factors have been classified as in willing turnover factors by Ongori (2004) such as necessity to provide attention to progeny or antique relatives. Employees do have family and children and often they tend to get deviated from work responsibilities because they are more concerned with their family and children. The employees might even have fourth-year parent and relatives whom they want to take care of and this might lead to shift of concentration from work and might lead to turnover.On the other hand Simon et al., (2007) argu e that these days such factors should not be considered as involuntary turnover because both the regulations of the government and policies of the companies create the opportunities for such staff to return back to their work, or to continue their stream work through flexible working or work at home concept. Many organisations these days do provide renewal centers and counseling centers for their employees to take care of their employees.These counseling centers are responsible for handling the psychological aspects of the employee and make sure that they are in good state to work. These days many organisations in UK are providing return to work training for employees who went out for long leaves (for ex such as maternity leave or higher education). This training does protagonist the employee to cope up with the current changes in the organisation and make them ready for work.Zuber (2001) argues that the level of instability of the organisations has an impact on the degree of high turnover. There is a high amount of probability that employees stay within an organisation when there is a foreseeable work environment and vice versa. In companies where there exists a high level of inefficiency there was also high level of labour turnover (Alexander et al., 1994).It is obvious as a human being when an employee suspects that his organisation is not constant anymore or if he suspects that there is going to redundancy within the organisation he might leave the job imputable to the popular opinion of insecurity on the other hand when the employee feels like that the organisation is stable he would not bother about quitting his present job.Therefore, in the cases of unstable organisations, employees are more likely to leave the organisation and try to join the more stable organisation, because quite a little normally think that more stable organisations will provide them with more opportunity to advance in their career.According to Labov (1997), organisations with a good communication strategy have lower or less labour turnover because employees have a strong need to be informed. The employees are always eager to know whats going on within their organisation and a good communication system will keep them informed continuously so that they know whats going on in the organisation, so when an employee is not sure about whats going on within his organisation he might be in a panic state and might lead to turnover.Magner et al., (1996) observed that employees feel at ease to stay longer, in positions where they are involved in some level of decision making process that is employees should fully understand about the issues that affect their working atmosphere. When there is no level of empowerment involved in the organisation for an employee, if the employee has always nee to follow the pen notices and never has inclined an opportunity to think beyond his job he might be demoralized and might lead to turnover.Costly et al. (1987) argues that a dour labour turnover may mean down-and-out personnel policies, bad recruitment policies, unfavorable supervisory practices, fruitless grievance procedures, or lack of motivation. each these factors tend to heavy(a) labour turnover in the sense that there is no acceptable management practices and policies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures in place and thus employees decides to quit.Griffeth et al. (2000) noted that pay and pay-related aspects have a decent effect on turnover. Their analysis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are not handled and rewarded properly, they quit. If jobs provide adequate financial incentives and so employees are more likely to remain within the organisation and vice versa.There are also other factors which make employees to quit from organisations and these are wretched hiring practices, managerial style, lack of recognition, lack of competitive compensation system in the organisation and toxic workplace environment (Abassi et al. 2000). When a person with less or no competencies is hired for a job which require a higher level of competency, knowledge and skill it is more likely that this person would quit or would be sacked from his job because of the inability and inefficiency, this is a result of poor recruitment strategy or poor hiring practices.In the same way people always compare what they get with other people of the same position and if they sense that they are not being paid well or under paid they might leave their current job for a better paid job, this is the result of lack of competitive compensation system within the organisation. The management style plays a crucial role in turnover if the employee is not handled properly or not managed properly the employee may not give his trump and in turn will be demoralized and might quit his job.According to CIPD (2007) the main reason why people leave their present job is that they look for high paying job or for a chance of promotion. The check into conducted by CIPD states that this was the reason for 68% of the employees leaving organisations.The see also verbalise that 38% of employees quit their job for a change of career and other reasons included family commitments, health problems, amount of work load, timings, and difficulties with their colleagues at work place. It is evident from the eyeshot findings that people continuously look for better opportunities, better pay and better position, so if an organisation fails to provide them then they might be attracted to the competition and lead to turnover.It is evident that a lot of people leave because of unsatisfactory pay levels, even though with the introduction of the minimum wage rule employees are still not satisfied with their wages because this minimum wag e rule is only applicable for those jobs which are to paid hourly and not for the jobs which are paid annually. Taylor (2000) seek to explore whether there is a relationship between pension end and turnover.He states that the relationship between turnover and pension scheme is not high, however, he also stated that While pension schemes are frequently perceived to play a role both in the draw of staff to an organisation and in reducing employee turnover, it is on the later that most attention has been focused in public research.Now-a-days people are not expecting a job for spirit unlike olden days. These days it is evident that people are mostly looking for transferable skills that they can apply in other jobs. However, some people prefer to stick to one job and one company many people try to move from one company to other in search of better jobs and opportunities.Labour turnover in UKThe big issue the organisations within UK are facing these days is labour turnover. According to CIPD (2007) go over labour turnover rates and the greet of labour turnover are at an all time high. The go offs states that the labour turnover rate in 2006 was 18.3% and in 2007 was 18.1% which is almost the same, i.e., turnover is not under control and is affecting the organisations at the same pace, it is interesting to compare the findings of 2005 and 2007, where in 2005 the labour turnover rate was 15.7 and in 2007 it was 18.1%, so we can observe that there is a rapid growth in the labour turnover rates which is alarming to the UK organisations. The survey also account that the private sector had a highest rate of labour turnover which was around 22.6%.The CIPD (2007) survey shows that change of career was deemed to be the most common reason for voluntary turnover. Around 52% of turnover was due to change of career. Other reasons included promotion outside the organisations (47%), level of pay (39%) and lack of career development opportunities (39%).These survey findings strongly frequent the views of the academics like Zuber (2001), Alexander et al (2004), Simon et al (2007), and Labov (1997) who continuously argued these reasons for the turnover of employees. So it is evident that the empirical studies and the views of academics do match when it comes to the reasons for why employees leave organisations.The survey conducted by CIPD in 2000 stated that the wholesale and retail trade has the highest turnover in the UK at 56% the wholesale and retail trade lead the turnover table. The quest is a graphical record which shows the turnover figures in the retail industry in UK during the year 1998-2000, which is broken down by the occupational class. spirit at the graph clearly states that there has been an increase in labour turnover of the administrative jobs during the year 2000. Even though the findings of sales jobs are encouraging it is observed that turnover rate of managers is the same during the year 1998 and 2000. This is alarming because it is hard and costly to find and replace a managerial position (IPD, 1997). The findings of routine, operative and sales jobs are very encouraging as it shows that the turnover rates are gradually decreasing year by year from 1998 to 2000.This is may be due to the reason that employees working in these positions are getting used to their work environment and are less likely to leave their present job, because these kinds of job roles have less or few opportunities to change careers and get promoted outside the organisation. However it is noticeable that replacing these types of jobs would be easy when compared to that of managerial position and administrative jobs, but it would cause some sort of disruptions and would also cost for the organisations to replace them.Costs for organisationsThe Charted institute of personnel management (CIPD) stated that it would cost around 3500 pounds per employee every time someone leaves the organisation this was in the year 2004. In 2006 the cost s of labour turnover was around 7,750 pounds per job leaver. The figure is almost doubled and it is alarming to the organisations.Organisations with high labour turnover rates not only suffer financially but also psychologically, because of the staff leaving the organisation there will a loss of customer service and this results in hiring new employees and training them who are having less experience. And during this period the organisation has to compromise on a lot of aspects of it functions. There might be also an increase in the level of risk of accidents in organisations where work is involved in risky areas.ACAS states that if labour turnover is exuberant it can maneuver management problems. These management problems have actually been identified as one of the reasons why employees were leaving the company X.The survey done by IPD (Institute of Personnel Development) in 1997 estimated that it takes an average of 10 weeks for an organisation to fill up a sales vacancy, and it costs around 3,640 pounds for the organisation to find and replace each sales person who left the organisation.The survey also mentioned that though people at managerial positions are less likely to quit an organisation, they cost a great deal more to replace. The survey states that it would take around 13 weeks for an organisation to find and replace a managerial position and would cost around 5,008 pounds per person.However, ACAS does agree that high labour turnover can be expensive, and the actual costs are very difficult to estimate. They further stated that the costs also add up the expenses of advertising, recruiting and training, together with the cost of associated management and supervisory time.It also states that higher costs can be incurred through unnecessarily high staffing level and overtime payment, bewildered or decelerate production, interruptions to flow of work, increased production costs, scrap levels and risk of accidents to in undergo workers, long-term wo rker becoming unsettled and leaving, low morale resulting low productivity, damage to the organisations local anesthetic reputation.However, some research findings oppose the statement that labour turnover has a negative impact for organisations. Some academics (for ex Jovanovic, 1979) states that employees who are less suitable for a particular job quit the job earlier and hence there is a notion that labour turnover does improve organisation performance as employees of poor worker job matches leaves and that vacancy can be filled by a employee with good worker job matches and this will in turn increase the organisations performance.This statement can further be supported by the survey which is done by CIPD in 2000 which states that around 55.5% of organisations experienced minor negative effects of labour turnover, around 26.9% of organisations experienced no effect at all and around 4.8% of organisations have experienced a positive effect due to the labour turnover.Different stra tegies and approaches to control and minimize turnoverThere is no one strategy or approach which when used by an organisation can reduce or control the turnover rate. This is because the reasons vary from person to person and organisation to organisation (Ongori, 2004). So it is evident that in order to reduce the turnover the organisations first need to understand turnover. Dalton et al., (1987) (Cited in Abelson, 1987) stated that for an organisation to completely understand the reasons for turnover it needs to differentiate avoidable and essential turnover.Avoidable reasons might include employees leaving their current job to find a better job with better pay and working conditions else where. Unavoidable reasons are not under organisations control. These might include an employee moving from current location to another location, or leaving to fulfill family responsibilities. So it is evident that organisations need to separate voluntary turnover within their organisations and take necessary actions to manage turnover.Research does suggest that it is crucial for an organisation to look and analyze both the quantitative and soft nurture relating to turnover within their organisation (IDS, 2004). Quantitative information is required because it will help the organisation to record, measure and compare its turnover levels.Qualitative information is also authorised because with this the organisations can understand the reasons why the employees left the organisations and take measures to overcome them. According to CIPD (2004), it crucial that organisations have an understanding of their turnover rates and how it would affect its performance and effectiveness.Armstrong (2001) states that in order for organisations to improve their retention rates they need to analyze the number of employees who are leaving and the reasons why they leave. So it is crucial for an organisation to have naturalised methods to investigate why people are leaving. The following is a graph which shows the various methods used by the organisations to investigate why people are leaving.It is evident from the graph that most of the organisations (90%) use exit interviews to investigate why people are leaving, but it is questionable whether these data collected is used to their full potential.Ongori (2004) suggest that in order to reduce turnover organisations need to provide empowerment to employees. This approach would motivate employee and the employee feels as a part of the organisation and would not quit his job because of the responsibilities. But on the other hand this approach is not applicable to all types of jobs. This approach might work in managerial and administrative jobs but may not hold good for routine and sales jobs.Causes of High Labour TurnoverCauses of High Labour TurnoverAbstractEmployee turnover is the term which is a big concern for many organisations in the UK and worldwide. Although there has been a lot of research and studies which were conducted on this topic, most of these studies and research focused on the causes of the labour turnover and little or no focus has been made on examining the effects and advising different strategies which can be used by the managers within their organisation to make sure that they dont loose their employee.The purpose of this research is to explore the possible reasons for the high level of labour turnover in the company X and to explore the perceptions of the managers of the company X on the strategic management of labour turnover within their organisation and also to suggest few recommendations to the managers and the organisation on how to handle this situation. Most of the theories and procedures discussed in this report will someway or the other suggests us on how to approach this situation of high labour turnover in the company X.IntroductionOrganisations need labour to function and these days organisations are quickly realizing that employees are their major source of comp etitive advantage to succeed in this highly competitive world. This notion applies equally to almost any organisation in the world. For an organisation to succeed it has to manage it resources effectively.When an employee leaves the organisation it not only has an impact on the organisation but also on the employee and wider society (Mobley, 1982). These impacts can be both positive and negative (Mobley, 1982 Hom and Griffeth, 1995), and a greater knowledge of the evolution of labour turnover can improve the extent to which organisations and employees within organisations can control these effects (Dalton et al., 1981).These days organisations invest a lot on their employees in terms of training and development, maintaining, and retaining them within their organisation. So, there is a need for the managers to lessen the employee turnover rates within their organisations. This research will look in to the company X, which is a part of the large retail outlet group. For the reasons of ethics the name of the company will not be revealed at any part of this report and will be referred throughout as company X.Company X is a part of large retail outlet with stores which are spread throughout the UK and worldwide. The business sector in which the company X is operating has a high level of competition and the company X is constantly thriving to maintain their competitive advantage in their sector and gain a huge amount of market share.The company X operates in a highly competitive environment, it has to continuously deal with the demands and expectations of the customers which is in turn very stressful for the employees in the company X. This high competition, high demands and high expectation creates a hard environment in the company X and which in turn will affect the employees.The North-East branches of the company X are being focused on this study. The company X has 6 branches in the North-East, each of the branches has a manager, 8 to 10 customer service employee s (depending on the location of the branch), and 1 director.The director of the company was consulted regarding the research study and was asked whether there were any areas of concerns within the company which he wanted researching. As the director was working there for a quite long time, he was in a very good position to answer to this question. The director was aware of the reasons why his staff was leaving, but he wanted to know whether the present staff still had the same concerns. The director also wanted to know the possible ways in which these concerns could be resolved in order to retain his current staff.The director was fully aware that the turnover levels of the company had a negative impact on his present staff. The times of employee turnover resulted in longer hours for some staff members which affected the present staff both physically and psychologically because they have to now work for long hours. This was followed during the time when there was training for the ne w staff.The existing staff had to increase their workload during the times of training the new staff and this in turn affected the level of customer service provided by them. The director noticed that during this period some of their staff was demoralized and were asking for time offs which would further have more impact on the other staff. The hiring and training of new staff seem to have settled this problem. However there is some extent of discontent among the staff of company X regarding the company.Aims of the StudyThe main aim of this research is to assess the reasons for high labour turnover in UK and particularly in the organisation which I have chosen.Research ObjectivesWhat are the reasons for high labour turnover in company X?How is this issue managed and addressed by the management of the company X?What does the staff and managers think about this problem of high labour turnover in their organisation?Try to suggest solutions in order to reduce the labour turn over in the company X.Literature ReviewLabour turnoverAccording to Adams (1993) labour turnover is the rate at which staffs leave an organisation and are replaced by new employees. Too high a labour turnover rate may mean that there is something unsatisfactory about working for the organisation and that action therefore would need to be taken. There are different kinds of methods in which we can measure the labour turnover.The term turnover is defined by Prince (1997) as the ratio of number of organisational members who have left during the period being considered divided by the average number of people in that organisation during that period. The labour turnover index is the traditional method to measure the labour turnover. This method is a most common method because of the simplicity of usage and to understand.Causes of labour turnoverThere was a lot of research carried out by academics in the past to answer the question of what makes the employees to leave organisations (for ex, Beck, 2001 Kramer et al., 1995 Saks, 1996). There has been a lot of inconsistency in the findings of the academics which may be because of the variety of employed incorporated by the academics.There is no single or universal reason for why people leave the organisation. The reasons may be different from one organisation to other and from one person to another (Ongori, 2007), people may quit organisation because they might not be getting what they were expecting from the organisation or they might leave the organisation because of personal reasons such as family responsibilities or problems in personal relationships, nevertheless, all these factors have an impact on the employee and the organisation in which he is working.According to Firth et al., (2004), the strain associated with job, a variety of aspects that advance to job associated strain, absence of dedication with in the organisations and job related frustrations make employee to quit the organisations. This apparently marks that thes e are particular decisions which makes an individual to leave the organisation.These days there are few jobs which are very stressful such as customer service jobs or a sales job which involves the employees to work both physically and mentally and this will have an adverse impact on the employee which might lead to turnover. Manu et al., (2004) argues that economic factors may be one of the reasons why employees leave organisations. They further argued that economic model can be used to predict the labour turnover in the market.One other reason for the labour turnover might be expectation of promotion or advancement of wages within the employee (Ongori, 2004). Employees working within an organisation might expect a promotion and might be demoralized if he couldnt manage to get a promotion and might lead to turnover, in the same way an employee working for a long time within an organisation might expect a pay rise and will be demoralized and downsized if he couldnt manage to get a p ay rise and this might in turn lead to turnover.According to Feaster et al., (1990), to guarantee organisational commitment well-built organisations can provide employees with enhanced option of progression and higher wages. It is evident that huge organisations have many operations, job roles and are spread throughout the country, so there is high possibility that an employee might think about the chances of getting promoted and getting high pay.According to Tor et al., (1997), inadequate data on how to perform a specified job, obscure anticipation of managers, supervisors and peers, uncertainty of performance evaluation procedures, massive job related burdens, and absence of agreement on job duties may cause staff to feel less involved and less satisfied with their jobs, less committed to their organisation, and ultimately exhibit a tendency to quit the organisation. If the employees are not sure of their job role and responsibilities, and if these roles and responsibilities are n ot clearly mentioned by the management of the organisation, this in turn would lead to the high level of labour turnover within the organisation.Sometimes there arise some factors which are, in part, outside the jurisdiction of the management. These factors may include demise or inability of the employee (Ongori, 2004). Employees are normal human beings and they do grow, mature, and die. So, it is inevitable to control these natural factors. Sometimes due to some internal or external factors highly skilled employees do loose their ability and interest to work, these kind of factors are inevitable and out of control organisations. These factors fall under Voluntary turnover.Other factors have been classified as involuntary turnover factors by Ongori (2004) such as necessity to provide attention to offspring or elderly relatives. Employees do have family and children and often they tend to get deviated from work responsibilities because they are more concerned with their family and ch ildren. The employees might even have elderly parent and relatives whom they want to take care of and this might lead to shift of concentration from work and might lead to turnover.On the other hand Simon et al., (2007) argue that these days such factors should not be considered as involuntary turnover because both the regulations of the government and policies of the companies create the opportunities for such staff to return back to their work, or to continue their current work through flexible working or work at home concept. Many organisations these days do provide rehabilitation centers and counseling centers for their employees to take care of their employees.These counseling centers are responsible for handling the psychological aspects of the employee and make sure that they are in good state to work. These days many organisations in UK are providing return to work training for employees who went out for long leaves (for ex such as maternity leave or higher education). This training does help the employee to cope up with the current changes in the organisation and make them ready for work.Zuber (2001) argues that the level of instability of the organisations has an impact on the degree of high turnover. There is a high amount of probability that employees stay within an organisation when there is a foreseeable work environment and vice versa. In companies where there exists a high level of inefficiency there was also high level of labour turnover (Alexander et al., 1994).It is obvious as a human being when an employee suspects that his organisation is not stable anymore or if he suspects that there is going to redundancy within the organisation he might leave the job due to the feeling of insecurity on the other hand when the employee feels like that the organisation is stable he would not bother about quitting his present job.Therefore, in the cases of unstable organisations, employees are more likely to leave the organisation and try to join the more stable organisation, because people normally think that more stable organisations will provide them with more opportunity to advance in their career.According to Labov (1997), organisations with a good communication system have lower or less labour turnover because employees have a strong need to be informed. The employees are always eager to know whats going on within their organisation and a good communication system will keep them informed continuously so that they know whats going on in the organisation, so when an employee is not sure about whats going on within his organisation he might be in a panic state and might lead to turnover.Magner et al., (1996) observed that employees feel at ease to stay longer, in positions where they are involved in some level of decision making process that is employees should fully understand about the issues that affect their working atmosphere. When there is no level of empowerment involved in the organisation for an employee, if the employee has always nee to follow the written rules and never has given an opportunity to think beyond his job he might be demoralized and might lead to turnover.Costly et al. (1987) argues that a heavy labour turnover may mean down-and-out personnel policies, bad recruitment policies, unfavorable supervisory practices, fruitless grievance procedures, or lack of motivation. All these factors tend to heavy labour turnover in the sense that there is no acceptable management practices and policies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures in place and thus employees decides to quit.Griffeth et al. (2000) noted that pay and pay-related aspects have a decent effect on turnover. Their analysis also included studies that examined the relationship between pay, a persons performance and turnover. They concluded that when high performers are not handled and rewarded properly, they quit. If jobs provide sufficient financial incentives then employees are more likely to remain within the organisation and vice versa.There are also other factors which make employees to quit from organisations and these are poor hiring practices, managerial style, lack of recognition, lack of competitive compensation system in the organisation and toxic workplace environment (Abassi et al. 2000). When a person with less or no competencies is hired for a job which require a higher level of competency, knowledge and skill it is more likely that this person would quit or would be sacked from his job because of the inability and inefficiency, this is a result of poor recruitment strategy or poor hiring practices.In the same way people always compare what they get with other people of the same position and if they sense that they are not being paid well or under paid they might leave their current job for a better paid job, this is the result of lack of competitive compensation system within the organisation. The management style plays a crucial role in turnover if the employee is not handled properly or not managed properly the employee may not give his best and in turn will be demoralized and might quit his job.According to CIPD (2007) the main reason why people leave their present job is that they look for high paying job or for a chance of promotion. The survey conducted by CIPD states that this was the reason for 68% of the employees leaving organisations.The survey also stated that 38% of employees quit their job for a change of career and other reasons included family commitments, health problems, amount of work load, timings, and difficulties with their colleagues at work place. It is evident from the survey findings that people continuously look for better opportunities, better pay and better position, so if an organisation fails to provide them then they might be attracted to the competition and lead to turnover.It is evident that a lot of people leave becaus e of unsatisfactory pay levels, even though with the introduction of the minimum wage rule employees are still not satisfied with their wages because this minimum wage rule is only applicable for those jobs which are to paid hourly and not for the jobs which are paid annually. Taylor (2000) tried to explore whether there is a relationship between pension scheme and turnover.He states that the relationship between turnover and pension scheme is not high, however, he also stated that While pension schemes are frequently perceived to play a role both in the attraction of staff to an organisation and in reducing employee turnover, it is on the later that most attention has been focused in public research.Now-a-days people are not expecting a job for life unlike olden days. These days it is evident that people are mostly looking for transferable skills that they can apply in other jobs. However, some people prefer to stick to one job and one company many people try to move from one compa ny to other in search of better jobs and opportunities.Labour turnover in UKThe big issue the organisations within UK are facing these days is labour turnover. According to CIPD (2007) survey labour turnover rates and the cost of labour turnover are at an all time high. The surveys states that the labour turnover rate in 2006 was 18.3% and in 2007 was 18.1% which is almost the same, i.e., turnover is not under control and is affecting the organisations at the same pace, it is interesting to compare the findings of 2005 and 2007, where in 2005 the labour turnover rate was 15.7 and in 2007 it was 18.1%, so we can observe that there is a rapid growth in the labour turnover rates which is alarming to the UK organisations. The survey also reported that the private sector had a highest rate of labour turnover which was around 22.6%.The CIPD (2007) survey shows that change of career was deemed to be the most common reason for voluntary turnover. Around 52% of turnover was due to change of career. Other reasons included promotion outside the organisations (47%), level of pay (39%) and lack of career development opportunities (39%).These survey findings strongly support the views of the academics like Zuber (2001), Alexander et al (2004), Simon et al (2007), and Labov (1997) who continuously argued these reasons for the turnover of employees. So it is evident that the empirical studies and the views of academics do match when it comes to the reasons for why employees leave organisations.The survey conducted by CIPD in 2000 stated that the wholesale and retail trade has the highest turnover in the UK at 56% the wholesale and retail trade lead the turnover table. The following is a graph which shows the turnover figures in the retail industry in UK during the year 1998-2000, which is broken down by the occupational class.Looking at the graph clearly states that there has been an increase in labour turnover of the administrative jobs during the year 2000. Even though the findings of sales jobs are encouraging it is observed that turnover rate of managers is the same during the year 1998 and 2000. This is alarming because it is hard and costly to find and replace a managerial position (IPD, 1997). The findings of routine, operative and sales jobs are very encouraging as it shows that the turnover rates are gradually decreasing year by year from 1998 to 2000.This is may be due to the reason that employees working in these positions are getting used to their work environment and are less likely to leave their present job, because these kinds of job roles have less or few opportunities to change careers and get promoted outside the organisation. However it is noticeable that replacing these types of jobs would be easy when compared to that of managerial position and administrative jobs, but it would cause some sort of disruptions and would also cost for the organisations to replace them.Costs for organisationsThe Charted institute of personnel manageme nt (CIPD) stated that it would cost around 3500 pounds per employee every time someone leaves the organisation this was in the year 2004. In 2006 the costs of labour turnover was around 7,750 pounds per job leaver. The figure is almost doubled and it is alarming to the organisations.Organisations with high labour turnover rates not only suffer financially but also psychologically, because of the staff leaving the organisation there will a loss of customer service and this results in hiring new employees and training them who are having less experience. And during this period the organisation has to compromise on a lot of aspects of it functions. There might be also an increase in the level of risk of accidents in organisations where work is involved in risky areas.ACAS states that if labour turnover is excessive it can indicate management problems. These management problems have actually been identified as one of the reasons why employees were leaving the company X.The survey done b y IPD (Institute of Personnel Development) in 1997 estimated that it takes an average of 10 weeks for an organisation to fill up a sales vacancy, and it costs around 3,640 pounds for the organisation to find and replace each sales person who left the organisation.The survey also mentioned that though people at managerial positions are less likely to quit an organisation, they cost much more to replace. The survey states that it would take around 13 weeks for an organisation to find and replace a managerial position and would cost around 5,008 pounds per person.However, ACAS does agree that high labour turnover can be expensive, and the actual costs are very difficult to estimate. They further stated that the costs also add up the expenses of advertising, recruiting and training, together with the cost of associated management and supervisory time.It also states that higher costs can be incurred through unnecessarily high staffing level and overtime payment, lost or delayed productio n, interruptions to flow of work, increased production costs, scrap levels and risk of accidents to inexperienced workers, long-term worker becoming unsettled and leaving, low morale resulting low productivity, damage to the organisations local reputation.However, some research findings oppose the statement that labour turnover has a negative impact for organisations. Some academics (for ex Jovanovic, 1979) states that employees who are less suitable for a particular job quit the job earlier and hence there is a notion that labour turnover does improve organisation performance as employees of poor worker job matches leaves and that vacancy can be filled by a employee with good worker job matches and this will in turn increase the organisations performance.This statement can further be supported by the survey which is done by CIPD in 2000 which states that around 55.5% of organisations experienced minor negative effects of labour turnover, around 26.9% of organisations experienced no effect at all and around 4.8% of organisations have experienced a positive effect due to the labour turnover.Different strategies and approaches to control and minimize turnoverThere is no one strategy or approach which when used by an organisation can reduce or control the turnover rate. This is because the reasons vary from person to person and organisation to organisation (Ongori, 2004). So it is evident that in order to reduce the turnover the organisations first need to understand turnover. Dalton et al., (1987) (Cited in Abelson, 1987) stated that for an organisation to completely understand the reasons for turnover it needs to differentiate avoidable and unavoidable turnover.Avoidable reasons might include employees leaving their current job to find a better job with better pay and working conditions else where. Unavoidable reasons are not under organisations control. These might include an employee moving from current location to another location, or leaving to fulfill fami ly responsibilities. So it is evident that organisations need to identify voluntary turnover within their organisations and take necessary actions to manage turnover.Research does suggest that it is crucial for an organisation to look and analyze both the quantitative and qualitative information relating to turnover within their organisation (IDS, 2004). Quantitative information is required because it will help the organisation to record, measure and compare its turnover levels.Qualitative information is also important because with this the organisations can understand the reasons why the employees left the organisations and take measures to overcome them. According to CIPD (2004), it crucial that organisations have an understanding of their turnover rates and how it would affect its performance and effectiveness.Armstrong (2001) states that in order for organisations to improve their retention rates they need to analyze the number of employees who are leaving and the reasons why th ey leave. So it is crucial for an organisation to have established methods to investigate why people are leaving. The following is a graph which shows the various methods used by the organisations to investigate why people are leaving.It is evident from the graph that most of the organisations (90%) use exit interviews to investigate why people are leaving, but it is questionable whether these data collected is used to their full potential.Ongori (2004) suggest that in order to reduce turnover organisations need to provide empowerment to employees. This approach would motivate employee and the employee feels as a part of the organisation and would not quit his job because of the responsibilities. But on the other hand this approach is not applicable to all types of jobs. This approach might work in managerial and administrative jobs but may not hold good for routine and sales jobs.

Charles Limbs Study on Music Creativity and Brain Functions Essay

Have you ever wondered how actors butt joint come up with melodies, rhythms, chords, and riffs off-the-top of their heads? Well, this pillowcase of spontaneous idea is called extemporisation. Improvisation is the creative activity of an in the moment musical composition. Basically, its a spur-of-the-moment kind of thing where musicians simply take on up a rhythm or melody without even thinking about it. Whatever or however a musician is feeling he could incorporate that feeling into a musical thought. But how does this imagination come about? Is there some type of magical feeling that comes over the musician? How can the mind create something on command? William James has labeled this innovative development as a seething cauldron of ideas, where everything is fizzling and bobbing about in a state of bewildering activity.(Creation on Command) Scientists have been baffled at the way the champion works in general, but now we are finding to a greater extent and more ways to view wh at is really going on up there. In the past few years, there have been studies that try to number out what goes on in the brain with improv is being done. I am going to talk about Dr. Charles Limbs study on brain activity and music creativity. Dr. Charles Limb is an associate professor in otolaryngology at the Johns Hopkins School of Medicine, where he is also a part of the Peabody Institute of medicinal drug where he plays the Saxophone, Bass and Piano. He led one of the first brain-scan studies of musical improvisation in 2008. For the past ten years, Dr. Limb has studied what goes on in the brain and how it relates to music. He tested three different of experiments before coming up with a conclusion.Before coming up with the main experiment, Dr. Limb asked the question, How can the b... ...r what goes on in their brain when they free style and help them understand Limbs study of free style rap and improv. I might use this information for another project in another class. Who knows? I do know that this study is a very interesting research. So basically, improvisation is just a way for musicians express their feelings their thoughts and moods without even realizing what they have done.Works CitedZagroski, Nick. The Science of Improv. The Peabody Institute of The Johns Hopkins University Music for the World. Johns Hopkins University. Web. 03 Apr. 2012. .Your brainiac on Improv. Perf. Dr. Charles Limb. Ted.com. Jan. 2011. Web. .Tool Module Brain Imaging. The Brain. Web. 03 Apr. 2012. .

Overview over Religion :: essays research papers

Overview of ReligionIn this tutorial, you will learn about the religious experience in general and some of its variations around the world. The counsel will be on the types of religious beliefs and religious leaders, especially in small-scale societies. An exploration of Christianity, Judaism, Islam, or any some other major religion is beyond the scope of this tutorial. The approach taken is that of cultural relativity--religious practices or beliefs argon not evaluated in terms of their "correctness" or "sophistication" but, rather, in terms of their division within the societies that maintain them.What is Religion?A religion is a system of beliefs unremarkably involving the worship of supernatural forces or beings. Religious beliefs provide shape and kernel to ones perception of the universe. In other words, they provide a sense of order in what might otherwise be seen as a chaotic existence. Religions alike provide understanding and meaning for inexplicable events such as a loved one being killed in an earthquake or some other unpredictable force of nature. For most religious people, their beliefs about the supernatural are at the very core of their world views.Importance of RitualsSymbolic objects usedin Christian ritualsThe performance of rituals is an integral part of all religions. Rituals are stylized and usually repetitive acts that take place at a set metre and location. They almost always involve the use of symbolic objects, words, and actions. For example, going to church on Sunday is a common religious ritual for Christians around the world. It usually requires the wearing of somewhat different clothing and interacting with others in a particular manner in a sacred location. At the heart of this experience is a sequence of traditional ritual acts that symbolically represent aspects of the life, teachings, and death of Jesus.Maya Temple in Guatemalabuilt on a high pyramid base to win it a sacred locationMost religious ritual s are performed in special places and under special conditions, such as in a utilize temple or at a sacred spot. This is an intentional separation between the secular and the sacred. By being removed from the ordinary world, the sacred acts are enhanced for the believers--the separation makes the rituals more effective. Only allowing initiated people to participate in religious rituals also can have the same effect.Religious ritual reinforces the raw material tenets of religion. For instance, the "partaking of the host" in the Catholic mass is a symbolic participation in the "last supper" of Jesus and, by extension, an affirmation of the acceptance of his teachings.