Test For Echo free essay sample

Test for Echo, the latest album released by Rush, symbolizes almost everything they stand for. Many of the songs deal with problems in America that most people experience or hear about every day. Band members Geddy Lee, Alex Lifeson, and Neil Peart have great skill in song writing and know how to portray their feelings through music. The title song, Test for Echo, deals with the problems of the inner-city. Rush sings about gangs and murders and how the media makes a show out of it. Another song, Driven, is about people being driven to the edge by their jobs and other things in their lives. Most people never stop to deal with their problems. They just keep on going and end up being, as the song says, driven to the edge of control. The other well-known song, Half the World, deals with how people get along with each other. It talks about greed, hatred, and communication. We will write a custom essay sample on Test For Echo or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page One line says Half the world cares while half the world is wasting the day. Half the world shares while half the world is stealing away. This great song writing ability is why Rush has been one of the great bands since the 1970s.

Aristotle on the Mixed Form of Government in Sparta

Aristotle on the Mixed Form of Government in Sparta Aristotle, in  On the Lacedaemonian Constitution- a section of  The Politics- says that some claim Spartas system of government included monarchical, oligarchic and democratic components. The Lacedaemonian [Spartan] constitution is defective in another point; I mean the Ephoralty. This magistracy has authority in the highest matters, but the Ephors are chosen from the whole people, and so the office is apt to fall into the hands of very poor men, who, being badly off, are open to bribes.- Aristotle Monarchical In the monarchical system two kings- hereditary monarchs, one from each of the Agiad and Eurypontid families- had priestly obligations and the power to make war (although by the time of the Persian Wars, the kings power to make war was restricted). Oligarchic The kings were automatic members of the Gerousia, the council of 28 elders picked for life plus the two kings. Five ephors, chosen annually by popular election, had the main power. Democratic The final component was the assembly, made up of all Spartiates- full Spartan citizens- over 18. Aristotle on the Poor In the quoted passage on the government of Sparta, Aristotle disapproves of government run by poor people. He thinks they would take bribes. This is striking for two reasons: that he would think the rich were not susceptible to bribes, and that he approves of government by the elite, something people in modern democracies tend to disapprove. Why would such a well-educated, brilliant thinker believe there was a difference between the rich and poor? Sources Chronology of Early SpartaAncient History SourcebookThe Ephors of Sparta  Herodotus on the Kings of Sparta C 430 BCEThe Kings of SpartaPeriegesis Hellados IIIThe Spartan SystemThomas Martin OverviewXenophon: Constitution of the Lacedaemonians 13.1ff and  Ã‚  8.3

Technology Management Term Paper Example | Topics and Well Written Essays - 1250 words

Technology Management - Term Paper Example In this paper, the impacts of technology on; cost of business, human resources and customer satisfaction will be examined with the intention of establishing its import in the aforementioned sectors. Many organizations are to a large extent dependent on computers to handle their administrative tasks such as inventories bookkeeping and other clerical tasks which were traditionally handled exclusively by personnel. The advent of the internet as well as growth in the diversity and capacity of computing hard and soft ware has significantly reduced the cost of doing business; computer are increasingly becoming more powerful and cheaper to run due to the exponential growth in innovation. In addition, business owners and other entrepreneurs are better able to understand the cash flow and manage their storage and other running costs better ultimately saving time and money. For instance, today with only a laptop, one can open a business or even run a company without requiring to rent office sp ace or hiring employees, the computer can store all the information they need and they can use it to communicate with customers, suppliers as well as carrying out product promotion. The availability of online marketing and sales means one can order and ship goods from point A to point B in the comfort of their home. Furthermore, technology reduces the need for human resource since a computer can carry out tasks that were traditionally done by employees thus further reducing the cost of starting and running a business. The use of bookkeeping software such as QuickBooks and automated sales functions such as sales force allows business owners and managers to focus of strategy by cutting down the running costs and labour expenses. Technology also provides means through which to cut indirect costs, these include cost of commuting which can be scaled down since with the option of telecommuting , one can work from home. Ergo, they will not only save on fuel costs but also reduce the amount of time they spend getting ready to go to office as well as traffic jam which at times cost both employees and their employer’s valuable time which could be used profitably. Technology has helped to reduce the cost of storage by eliminating the need for double or triple entry systems as well as amounts of paperwork that needs to be filed arranged and stored, customer data, contracts and any relevant information can be stored on online or hardware databases and accessed in seconds. Information and advertisement cost can also be scaled down significantly through technology, for example instead of costly TV ads, many firms are opting for online advertising through social media such as Facebook which can reach more people transcending geopolitical borders and which is either low cost or free. According to Jeff Wourio, a manager at Microsoft co-operations, inculcating technology solutions in business is crucial owing to the fact that with technology one can have among other thing s an online presence and that way they can cut down the costs of advertising significantly and transfer the resources to improving product quality. Online marketing provides a fairly affordable and at times even free avenue through which a company can, not only reach millions of consumers globally but also create a following of (fans/follower/friends) which serve to enhance

What would be most useful in planning an expedition to the summit, a Essay

What would be most useful in planning an expedition to the summit, a map of the mountain or a preliminary visit - Essay Example Note that the word used was â€Å"statement† and not â€Å"problem†, because using the latter might invite elaborate problem-solving activities, which may not be necessary for making the best decision. This was the contention of Starbuck (1983) that organizations should be problem solvers. Having this kind of perspective, one will perceive the above statement to be a problem that justifies the problem-solving model. It is not yet in the action-generating mode, because the expedition is still in the planning stage, but nevertheless could also be taken as an action-generating trigger. While this perspective is pervasive among organizations who would justify their relevance by interpreting events (such as the question posed) as a problem that needs to be solved or acted upon, this mindset is problematic. This model of Starbuck will murk the issue of merely identifying the most useful in planning an expedition, because Starbuck’s model of problem-solving may lead to busy work whereby exercises are performed for the sake of solving the perceived problem. This is no different from the actors in an organization who bloat events into a problem to justify their existence; they create bureaucracy after bureaucracy to satisfy the need to act or to solve any event that is interpreted as a problem and thus is not an ideal model for responding to the statement. Equally problematic to the approach of Starbuck is Weick’s dependency to technology in solving any given proposition. Data provided in their cryptic representations were taken as if they were absolute truths when they themselves are imperfect and incomplete. Weick elaborated that these data are flawed for two reasons; first, these data does not have the sensory information such as â€Å"feelings, intuitions, and context† (52), all of which are critical in accurate assessment of a situation. Second, data provided by machines cannot speak in qualitative terms such as â€Å"metaphors, corporate culture, archetypes, myths, history†(52). Without these inputs in the information that we are going to factor in our decision making, we are rendered handicapped because it would be impossible for us accurately diagnose and address any issue that we will confront (1985). In the statement that this paper is trying to resolve whether â€Å"what would be most useful in planning an expedition to the summit?† Relying on information provided by machine as enunciated in the paper of Weick will render us incapacitated to make a sound decision because there is no way that a computer could relate the sensory nuances of climbing the summit that would make us a better judge which of the two options presented would be more appropriate. Bazerman and Moore’s article about â€Å"Bounded Awareness† provided an interesting perspective on how our filtering reflexes can lead to an erroneous interpretation of an issue, thus making an incorrect decision. Due to excess ive information available about a certain issue or event, we tend to ignore some information which could have been equally important. We make assumptions to fit problems into our defined space during our decision-making process, and these assumptions are our prejudices, biases, and preconceived notions that could impair the result of the decision (Starbuck, 1983). Yet, even as Bazerman and Moore defined how the filtering of bounded awareness limits good decision-making, the study still did not provide

Fair Values in the Preparation of Financial Statements Essay

Fair Values in the Preparation of Financial Statements - Essay Example Relevant Information Information needs to be relevant to the needs of users in order to serve its purpose. However, there are also other fundamental qualities that financial statements need to have. These qualities include comparability, faithful representation, consistency, completeness, understandability, and reliability (BPP 2009a). Information is useless if it is not reliable and in a number of cases, the values described as fair values in the accounts do not provide a reliable estimate of the value of assets and liabilities. According to Bath (n.d.) concerns also focus on this matter. It should also be noted the more reliable the information is the less relevant it will be. Relevant information has predictive value, feedback value, and timeliness. Reliable information is verifiable Comparability of financial statements Financial statements need to be comparable from one year to the next and between one company and another. However, even though fair values may be said to be curre nt and therefore more comparable, the fact that judgment needs to be exercised brings subjectivity into play. In addition to that, those judgments on which investors and other stakeholders depend have their own agenda. In some cases, they may exercise their judgment in such a way as to manipulate the accounts. This, therefore, brings us back to the reliability of the figures in the financial statements. ... Â  the International Financial Reporting Standards (IFRS) requires that the classification of financial instruments be recorded at fair value in a hierarchy consisting of three (3) levels. The first level (level 1) relates to quoted prices that have not been adjusted for identical assets and liabilities in active markets. The second level (level 2) relates to input prices but excludes quoted prices which are included in the first level and which can be observed directly for assets and liabilities, in the form of prices or in the form of derived prices indirectly. The third level relates to both assets and liabilities that are not based on market data that can be observed. IASB concluded that this would result in improvement for comparability purposes as well as assist in the convergence process of the IFRSs to the United States generally accepted accounting principles (GAAP). The basis that was given for that conclusion relates to the disclosures required by IFRS 7 and ASC having no differences in terms of their application. Khalik (2008) in his paper entitled ‘The case against fair value accounting’ indicated that its critics have suggested that in times of poor economic conditions fair value (FV) accounting leads to the generation of pessimistic assumptions that further result in significant reductions in asset values as well as major reductions in earnings because of the fact that unrealised losses are taken into account in the income statement.

High Staff Turnover in Hotel Industry

High Staff Turnover in Hotel Industry Hotels, catering and leisure industry in the UK remains the sector with the highest level of staff turnover, with all leavers in this category hitting 41%, according to a survey carried out by the CIPD (2008). Many organisations are badly affected by high levels of staff turnover and the survey identified that 74% of organisations in the UK, reported a negative impact on their business performance. This report also identified four main reasons that cause labour turnover. They are, change of career (55%), promotions outside of the company (45%), level of pay (41%) and lack of career development (33%). Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities are also seen as major factors that cause high staff turnover ( Griffeth, Hom and Gaertner 2000). As mentioned in an article published by the Adecco Institute (2008) skills shortage in the jobs market is seen as a major human resources challenge for the future and this is particularly true of the hospitality and leisure industry in the UK, as it has suffered from constant recruitment difficulties over the past so many years. Age positive carried out a survey in the year 2005 and according to the results of the survey nearly 40% of all vacancies in the hospitality industry were hard to fill and much of the problem has been caused by poor retention strategies implemented by organisations. Another factor identified by the survey with regard to why so many vacancies were hard to fill is the lack of necessary ski lls and abilities by potential applicants who apply for jobs in the hotel and hospitality industry. A similar percentage of employers who participated in the survey stated that applicants lack excellent communication skills required, and this is particularly true of receptionists, managers and administrators and this has created immense pressure on HR executives and managers to attract, manage and retain key talent within their organisation which is an essential factor in creating sustainable competitive advantage. The results and information unearthed from these surveys make it crystal clear that high levels of staff turnover is a major problem to all organisations and the HR department of an organisation has a key responsibility of closely monitor labour turnover levels and figures and make right steps in order to bring staff turnover to a manageable level and face the future with resistance. High levels of staff turnover in an organisation may compromise the quality and high standards of customer service, and may impact on the organisation loosing loyal customers, revenue and long term sustainability (Tracy and Hinkin, 2008). Once the well established staff leave a company it may not only increase the workload of the remaining staff members of the company, but would be difficult for the organisation to gain the same highest levels of service from the newly hired staff as they would still be in a period of learning their job, and other key tasks and responsibilities associated with the job. Furthermore when employees leave on a regular basis it creates extra workloads for the remaining staff and as a result they could become depressed with work and not be able to deliver their best performance on the job. This may further exacerbate the problem and may also result in staff getting absent from work regularly and their good health deteriorate. The article of Tracy and Hinkin (2008) also states financial implications for organisations as a result of high levels of staff turnover. The costs associated with replacing staff can be sorted into hard costs, soft costs, and opportunity costs. Hard costs are costs such as money spent on newspaper advertisements, adverts on recruitment agencies etc, and they have a direct impact on the organisation. Other elements such as the time it takes to interview new recruits, and time spent on exit interviews will not be shown in company account statements as they are regarded as soft costs. Opportunity costs such as missed customers and market shares, usually go unmeasured but can still be substantial and may also lower company profitability and competitor advantage of the organisation ( Simons and Hinkin 2001 cited Tracy.J and Hinkin.T, 2008). The following five are identified as major costs categories that contribute towards the total costs of replacing an employee. They are pre-departure, recruitment, selection, orientation and training, and lost productivity (Hinkin and Tracy 2007, 2006, cited Tracy.J and Hinkin.T,2008). The already high staff turnover rates in the hotel industry also reflects high turnover of newly selected staff who leave the company within their first 30 days because the job did not suit them (Woods,1997:141). Does this mean possible issues with the prevailing recruitment and selection methods adopted by the hospitality sector organisations? According to the article by Tracy.J and Hinkin.T, only a few turnover studies have been so far carried out in the hotel and hospitality sector, despite reporting high levels of turnover every year. Therefore my literature review aims to conduct a much broader view of this issue by critically examining the current procedures and practices carried out by the High Beech Hotel UK and some of the other local selected competitor hotels, which may be associated with employee turnover. By doing so this study aims to understand the root causes of high levels of employee turnover of High Beech Hotel and propose solutions and recommendations to overcome those issues. This research benefits High Beech Hotel in terms of minimising the unnecessary costs that may occur due to advertising, interviewing, training of new staff as well as improving the overall standard of the hotel. High Beech Hotel is a three start hotel located in beautiful Hastings area and is faced with stiff competition with many three to four star hotels operating in the area such as, The White Rock Hotel, Travelodge Hastings, The Hotel Undum and the Chatsworth Hotel. The High Beech Hotel is therefore fighting to maintain a sustainable competitive advantage and grow its market share. The opinions of the General Manager, Operations Manager and the HR manager prove that jobs in the industry are difficult in the area and finding the right talent for the right job and the retention of quality staff are major HR challenges currently faced by the hotel. The general manager of the hotel is new to her post and has already expressed concerns about the high staff turnover. Turnover is high among front line staff, waiters and porters and the management has had few discussions to find the reasons why staff left, and find out ways to resolve the problem. I having worked at the hotel as an HR executive (placement student) managed to gain a good understanding of the high turnover and the possible effects the turnover levels have had on the existing staff. Literature review Labour turnover is the rate at which staff leaves 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 (Adams et al, 1993) Denver and McMahon (1992:143) defined labour turnover as the movement of people into and out of employment within an organisation and can both be voluntary and involuntary. Eade (1993) further categorises turnover into management controllable and unavoidable turnover. Labour turnover index is used to measure staff turnover and according to Armstrong (2001) labour turnover rates provide a valuable means to benchmarking the effectiveness of HR policies and practices in organisations. The hotel industry is essentially comprised of both a production and a service aspect and the creation and rendering of services from the hotel to the customer are mainly achieved through employees. Therefore the industry is essentially represented by people (Lewis 1989; Thompson and Abbott, 1990; Schneider , 1993) and is considered as one of the most labour intensive industries. Turnover in the hotel industry in the UK has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging as much as 200% to 300% per year. Statistically this means that the entire workforce of the industry turns over two to three times per year. The main factors identified, that could impact on turnover are, orientation and good socialisation procedures (Kennedy and Berger 1994, Woods, 1992), ad-hoc recruitment and selection (Benn and Farbringer, 1992, Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989), discrimination at the workplace (Antolik,1993), lack of training and development oppor tunities (Hogan, 1992; rowden,1995), organisation culture (Woods and Macaulay, 1998) shortage of skills in the labour market (Debrah, 1994; Woods, 1992), high levels of work related stress ( Vallen,1993;Woods, 1992; Ham and Griffeth, 1995), seasonal nature of the industry ( Boella, 1998) and job dissatisfaction ( Bonn and Frbringer, 1992). All of these factors have contributed towards high levels of staff turnover in the hotel industry and it is clear that the success of the industry depends upon taking necessary steps to reduce the above mentioned issues, and problems, and the calibre of employees, and how well they are managed (Nankervis and Debroh, 1995; Berger and Ghel, 1995). Deery and Iverson, (1996) commented that high degree of staff turnover levels consist of recruitment and replacement costs, and regular and loyal customers switching to other competitor hotels as they expect to see their favourite staff members. It is clear labour costs play a major part in the industry and high staff turnover is seen as a prime issue hampering the smooth functioning of hotel and organisations within the hospitality industry (Obrien and McDonnell 2003). Deery and Iverson (1996) examined the employee turnover phenomenal and found that high turnover resulted in organisations loosing revenue and profits. They also argued that high turnover, especially when skilled staff leave, contributes to lowering the employee morale and the overall ability of teams within the organisations to get quality work done. Therefore the retention of skilled and well trained staff in any hospitality organisation is important to save unnecessary tangible and intangible costs as well as retaining regular and loyal customers and to provide them with a quality service. It is clear from the arguments put forward by the above mentioned authors and scholars but Despite an array of academic evidence and research on labour turnover the question to be asked is do management of hospitality sector organisations understand the gravity of the issue of staff turnover, and its negative effects on the performance of the organisation and how far they are willing to go to retain the valuable staff. At a time of difficult economic times it is imperative and organisation takes measures to outperform its competitors and any hospitality sector organisation that understands the value of human capital and adopt good HRM policies and management practices in pursuit of employee retention will inevitably outperform the competition (Cho et al., 2006, Hinkin and Tracy, 2000). Staff leaving on a regular basis involves heavy administration costs and a loss of productivity through the breaking up of teams who are used to working together (Denvir and McMohan, 1992:144). Therefore the critical importance of employees staying with an organisation is evident (Brayfield and Crockett, 1995; Cho et al, 2006). It is clear that satisfied and highly motivated employees stay with the organisation which in turn helps the company to reduce unnecessary recruitment and selection costs which could amount to a substantial amount of money, but also produce high quality work which helps the organisation to achieve competitive advantage and increase its profits (Cho et al., 2006; Hinkin and Tracey, 2000). Exit interviews are a great method of collecting information as to why employees leave an organisation. Employees leave for various reasons ranging from lack of employee oriented organisational measures such as succession planning, pay , non-financial rewards, work life balance and undesirable working conditions as well as more personal reasons such as inability to look after their children, other child welfare issues and transport problems. This can also vary depending on how long they have worked for the company and it is a common factor as evident from the High Beech Hotel, and that staff leaves because they soon found out that the job did not suit them. Some other staff members leave after serving the organisation after serving a considerable amount of time and their issues could very well be different to people leaving early. According to the CIPD (2007) costs an organisation approximately  £3500 pounds every time an employee leaves and as stated earlier these costs include bo th tangible costs and intangible costs such as time spent on interviewing new recruits and these often go unreported in company accounts. Denver and McMahon (1992:146) also found out that individual hotel organisations experience different levels of turnover, which helps to confirm that staff turnover is partly within the control of the hotel management. This also contradicts with the common acceptance that staff turnover is high and uniform throughout the industry and uncontrollable. Therefore it is evident that high levels of staff turnover is harmful to the smooth functioning of any organisation, may it be in the hospitality sector or some other sector and hinders the efficient operation of the business resulting in the hotel gradually losing its market share. Therefore it is important that the hospitality sector organisations develop effective and vibrant HRM policies that enable them to successfully recruit, select and retain skilled and efficient employees, who would contribute towards the achievement of the corporate objectives of the business. Factors influence on high Labour Turnover. The hotel industry in the UK is constantly troubled with high staff turnover resulting in increased personnel costs arise from recruitment and selection of new staff, training them (Ham and Griffeth, 1995). There is a strong negative relationship between turnover and organisational commitment which indicates that staff with low levels of commitment and loyalty are more likely to withdraw from the organisation than more committed staff (Johnston et, 1993). He also identified a positive relationship between organisational commitment and career progression opportunities given to employees through internal promotions and succession planning. These employees who are given opportunities to progress up the ladder, exhibit higher levels of organisational commitment, and loyalty and results in skilled staff retention and a gradual decline of low performing employees. This makes it much easier for HR managers to successfully identify low performing employees and eliminate them from the work fo rce which is important and a good for the success of the company as this turnover is considered healthy. Another key factor which may influence staff turnover is the gender difference and certain problems it creates within the organisation. Female workers have different responsibilities to their male counterparts and may value work life balance more as a result. The pressures of work and life, has resulted in more female workers leaving their jobs than male workers (Doherty and Manfredi, 2006:62). In most hotels it can be seen female workers working in the bottom of the organisation hierarchy and the pay gap between males and female workers has been a much talked about issue in the UK. Iverson (2000) conducted a study in the USA involving hotel establishments and found that female managers earn much less than the male managers doing the same job which is commonly seen in the UK and this has resulted in, female workers being reluctant to return to work after their maternity leave. On top of this, most organisations have failed to assist their female workers to arrange necessary child car e arrangements which have aggravated the number of female workers leaving their job. As per above authors the reluctance of female workers to return to work may also be caused by factors such as stress, work dissatisfaction, lack of commitment and low promotion opportunities coupled with a poor organisation culture that does not provide a platform to encourage female workers to move up the career ladder. Therefore the problems and issues female workers face in the workplace is clear and applicable in hospitality sector organisations, and it is very important the HR department address these issues and understand why many female workers leave their jobs early. Organisation culture, average age of the total labour force of the organisation, gender and racial composition and male-female pay gaps are among the reasons why employees leave (Bennett et al, 1993). Prospective employees when joining an organisation look into a number of factors such as career development opportunities, total reward policy and work life balance. Lack of incentives is therefore a main reason why many employees leave their jobs after some time. Incentives include both financial and nonfinancial and employees may simply want praise for their good work and lack of recognition could seriously hamper employee retention. Ritz Carlton hotel in London, has managed to reduce employee turnover to a significant level by focusing on quality recruitment, providing better training and development opportunities and by forming a positive psychological contract with the employees, and also by creating long term incentive and reward systems ( Barky, 1996). Therefore it is fair to assume that to a large extent organisation HRM practices, policies and procedures determine staff turnover. Organisation policies and lack of employee oriented practices and procedures may not only be the sole reason why many organisations particularly in the hospitality industry experience high level of staff turnover. Another factor that affects turnover is the ability of staff to carry out their tasks and responsibilities up to the required standard and the job performance of employees largely affects staff turnover and this is also confirmed by a study conducted by Jewell and Siegal (1990). They found that employees having very high levels of on-the-job performance are highly unlikely to leave their job in contrast with employees with low levels of performance. High performing employees are confident in their job and have better work related knowledge and skills. Low pay, lack of training and career development opportunities, lack of regular and realistic performance appraisals and undesired work environments are among the key reasons that cause low performance which in-turn result in high staff turnover. Therefore it is clear HR professionals in hotel establishments must pay very close attention to developing employee oriented HRM policies and practices that help staff achieve their full potent ial. To name a few these HR policies and practices are training and development opportunities open management communication systems, employee welfare such as child care, flexible working, transport assistant to employees and a comprehensive induction programme that helps new recruits to adopt well to their new roles. When analysing the hospitality and hotel industry in particular it has been found that most organisations have a poor reputation for providing good staff training and development opportunities (Maxwell et al, 2004). High staff turnover in most hospitality sector industries may have also led managers to be reluctant to providing staff with opportunities to further develop their careers fearing they may leave after that ( Davies et al, 2001, Jameson, 2000: Lowey et al, 2002). High staff turnover also causes managers to be occupied with recruitment and selection activity as well as grievance issues, and this may also be a reason for them not to have sufficient time to focus on staff development and talent management. Training and development and staff retention has a close match as poorly trained staff are less satisfied with work and may leave quicker and more than fully trained and highly satisfied staff. Therefore training and development directly affects job satisfaction and organis ational commitment (Lam and Zhang, 2003, Taylor et al, 2001, Lowry et al, 2002). Working hours is another key factor that causes employees to leave and most hospitality sector organisations, because of high staff turnover may require remaining staff to work extra hours on a regular basis. Long working hours without breaks are against the working time regulations as well as current health and safety rules and Female workers are largely affected by this practice because of their family commitments and a research conducted by Erdogan (1996:26) revealed long working hours are among the main reasons for many female workers to quit their jobs. There has also been an increase of single parent families and long hours and unsocial working hours have forced females to leave their jobs. This not only creates staff to leave but unfriendly working hours coupled with a poor corporate and work culture and a hostile working environment of the organisation , may affect the job satisfaction of female workers and even if they remain with the job their work could be highly unproduct ive and suffer from work related stress. Despite the fact that many researchers and academics stressing the importance of a good organisation work environment that provides employees oriented HR measures to achieve these goals and objectives many organisations still suffer from high levels of staff turnover and female staff turnover as evident from research findings. All of the above stated factors and elements contribute to employee dissatisfaction and it is a result of various internal and external factors that were mentioned above. Labour turnover of High Beech Hotel High Beech Hotel had a newly appointed general manager and she has been investigating the reasons for the high staff turnover levels of the hotel over the past three years and has had several discussions with the operations manager and the HR manager of the company. Unfortunately no proper investigation has not been done so far to find out the possible causes of staff turnover but the management in consultation with the company HR records and turnover figures has assumed the reasons as job dissatisfaction, long and unfriendly working hours, pay issues, lack of training and development opportunities for staff, issues with working condition and other personal issues of staff such as work life balance. Importance of HR practices and concepts in relation to staff retention and turnover HRM plays a vital part in creating a sustainable competitive advantage for any organisation, and forward looking organisations adopt good HR policies and practices to ensure the smooth functioning of the organisation (Edvinsson and Malone, 1997; Stewart, 1997; Verma and Dewe, 2008). Research studies have confirmed that well defined organisational goals and corporate objectives directly influence employee retention and productivity. Kim et al, (2005) in their study on corporate orientation found that organisational direction and support had a significant impact on employee job satisfaction and overall commitment. ORGANISATIONAL INITIATIVES The organisational HR initiatives as mentioned above, illustrate how internal factors and forces contribute towards employee retention. The model does not mention about external forces such as local and national competition in the labour market, economic situation, globalisation and international competition which affects attracting skilled employees to various jobs. It can be seen that this model covers the internal factors and reasons that affect staff retention or turnover and it is critically important for an organisation and HR professionals to pay close attention to the factors mentioned under the model to critically assess where they stand as an organisation and take steps to implement those HR practices and policies to retain talented staff ( Horwitz et al, 2003; Steel et al, 2002). These internal HR policies and practices are bundled under the term retention management and it is defined as the ability to hold onto those employees an organisation would want to keep, for longe r than the competitors (Johnson,2000 cited De Vos and Meganck,2007). The external factors should not be neglected at the same time because there may be times employees may leave an organisation due to their influences. The impact of financial and non-financial rewards cannot be undermined and play a critical role in motivating skilled and valued employees and retaining them within the organisation. Financial rewards such as a good basic pay combined with performance related pay and non-financial rewards such as training and development opportunities, initiatives to achieve work life balance for staff and other employee retention initiatives such as a pensions scheme and internal promotions motivate staff and force them to think again before quitting their jobs (Horwitz et al,2003;De Vos and Meganck, 2007). When analysing the theories and ides put forward by the above mentioned academics and scholars it is evident they focused on retaining highly skilled employees and researched to find out the possible reasons why valued employees leave organisations. This is being described as retention management and the word retention embraces with other HR practices such as recruitment and selection, development of employees to achieve their full potential and succession management (Lewis and Heckmanp 2006:140). HR Practices and the importance of Human Psychology HRM involves all management decision and practices that directly affects other people, or human resources, who work for the organisation. The question that arises is that despite the fact that many organisations including the hospitality and hotel industry, implement all accepted HR practices and procedures, why employees still leave and the staff turnover rates are extremely high. A good understanding of the implications of human psychology would help HR managers to find the root causes to this problem. Psychologist Abraham Maslow introduced his concept of hierarchy of needs in 1943 which suggests that people are motivated to fulfil their basic human needs before moving on to other needs. The hierarchy of needs is displayed as a pyramid and the lowest level of the pyramid are made up of the most basic needs, while the more complex needs are at the top. The needs located at the bottom are the most basic human needs and as people progress up the pyramid, needs become increasingly psychological and social. Therefore when it comes to employees staying or leaving a particular organisation which stage the employee is in could play a vital role in his or her decision making process. At the core this theory of Maslow suggests that when an individual satisfies one set of needs they always try to move into the other level. This makes it critically important for HR professionals in the hospitality organisations how this theory of Maslow affects individual employees and how it influences an individuals decision about him staying or leaving the organisation. When an individual joins an organisation the first concern is to organise his life in-terms of food shelter and other essential psychological needs through wages and salary. The next concern would be job security and personal health and safety in the job. Once those needs are satisfied the employee would move in to the other set of needs which are social needs such as friendly colleagues and staff as well as a desirable working environment. After this comes the next stage which is satisfying the esteem needs which is comprised of individual being recognised for his work and valued by the management of the organisation as well as taking full advantage of any courses and exams they could take to get promoted. Once this set of needs are fully satisfied t he employee reaches the stage of self actualisation. Therefore to satisfy the individual employee needs the HR executives working in hospitality sector organisations must understand the needs of employees and aim to provide tailor made HR solutions in line with the corporate strategy of the company. In order to accomplish this, the HR managers must have accurate methods and procedures to understand which stage the employee is in his hierarchy of needs because if this is not done or if the right methods and procedures are not in place there will inevitably be a contradiction. For an example the HR managers may direct their full efforts into satisfying the esteem needs of employees through individual recognition and internal promotions at work when the employees are seeking safety needs. This would result in a waste of company resources and employees considering leaving the organisation. Individuals decision making process An individuals decision making process is comprised of a number of internal and external variables as shown below and the final decision makes by an individual employee is made up of a collection of those internal and external variables. This model is highly useful in understanding an employees decision making in an organisation (Kotler, 2000, p98). As seen the model is comprised of five main stages which an individual may go through before coming into a decision. They are, * Problem recognition * Information search * Evaluation of alternatives * Decision to leave or stay * Post- purchase evaluation Therefore the first stage is problem recognition and that is recognising there is a problem or issue to be answered by the employee. The problem arose can be triggered by internal influences, external influences or both. Once the main problem or problems are recognised by the employee he then moves into the next stage which is information search. For an example if the initial problem recognised by the employee is concerned with training and development opportunities offered by the organisation then through information search he would try to gather as much information as possible through various external and internal sources about what actions and steps he could take in order to gain the desired level of training. The next stage once sufficient information is gathered is the evaluation of alternatives. As per with training and development, the employee in this stage will go through various possible courses to be taken and evaluate the appropriateness of those courses to his job and what help he could get from the organisation in order to take the course. The next stage of the process is the final decision of the employee to stay with the organisation or to leave. This is called the purchase decision and according to Kotler (2000, p 99) two factors can intervene between the purchase intention and purchase decision. The first factor is the attitudes of other people, which is what the others around think of the individuals decision. Influence of other people can become complex and varied when there are more than one persons involved. The second factor Kotler (2000,p 99) mentions is the unanticipated or unexpected situations and as per the above example of training and development, factors such as the recession and cost cutting measures by the organisation could hamper the employees aspiration of embarking on the course. The final stage of the decision making process is the post purchase evaluation which involves the employee evaluating the positives and negatives of the decision taken, and the possible consequences of it. This concept has a high degree of importance to HR even though it is widely used in marketing and regarded more as a marketing related concep High Staff Turnover in Hotel Industry High Staff Turnover in Hotel Industry Hotels, catering and leisure industry in the UK remains the sector with the highest level of staff turnover, with all leavers in this category hitting 41%, according to a survey carried out by the CIPD (2008). Many organisations are badly affected by high levels of staff turnover and the survey identified that 74% of organisations in the UK, reported a negative impact on their business performance. This report also identified four main reasons that cause labour turnover. They are, change of career (55%), promotions outside of the company (45%), level of pay (41%) and lack of career development (33%). Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities are also seen as major factors that cause high staff turnover ( Griffeth, Hom and Gaertner 2000). As mentioned in an article published by the Adecco Institute (2008) skills shortage in the jobs market is seen as a major human resources challenge for the future and this is particularly true of the hospitality and leisure industry in the UK, as it has suffered from constant recruitment difficulties over the past so many years. Age positive carried out a survey in the year 2005 and according to the results of the survey nearly 40% of all vacancies in the hospitality industry were hard to fill and much of the problem has been caused by poor retention strategies implemented by organisations. Another factor identified by the survey with regard to why so many vacancies were hard to fill is the lack of necessary ski lls and abilities by potential applicants who apply for jobs in the hotel and hospitality industry. A similar percentage of employers who participated in the survey stated that applicants lack excellent communication skills required, and this is particularly true of receptionists, managers and administrators and this has created immense pressure on HR executives and managers to attract, manage and retain key talent within their organisation which is an essential factor in creating sustainable competitive advantage. The results and information unearthed from these surveys make it crystal clear that high levels of staff turnover is a major problem to all organisations and the HR department of an organisation has a key responsibility of closely monitor labour turnover levels and figures and make right steps in order to bring staff turnover to a manageable level and face the future with resistance. High levels of staff turnover in an organisation may compromise the quality and high standards of customer service, and may impact on the organisation loosing loyal customers, revenue and long term sustainability (Tracy and Hinkin, 2008). Once the well established staff leave a company it may not only increase the workload of the remaining staff members of the company, but would be difficult for the organisation to gain the same highest levels of service from the newly hired staff as they would still be in a period of learning their job, and other key tasks and responsibilities associated with the job. Furthermore when employees leave on a regular basis it creates extra workloads for the remaining staff and as a result they could become depressed with work and not be able to deliver their best performance on the job. This may further exacerbate the problem and may also result in staff getting absent from work regularly and their good health deteriorate. The article of Tracy and Hinkin (2008) also states financial implications for organisations as a result of high levels of staff turnover. The costs associated with replacing staff can be sorted into hard costs, soft costs, and opportunity costs. Hard costs are costs such as money spent on newspaper advertisements, adverts on recruitment agencies etc, and they have a direct impact on the organisation. Other elements such as the time it takes to interview new recruits, and time spent on exit interviews will not be shown in company account statements as they are regarded as soft costs. Opportunity costs such as missed customers and market shares, usually go unmeasured but can still be substantial and may also lower company profitability and competitor advantage of the organisation ( Simons and Hinkin 2001 cited Tracy.J and Hinkin.T, 2008). The following five are identified as major costs categories that contribute towards the total costs of replacing an employee. They are pre-departure, recruitment, selection, orientation and training, and lost productivity (Hinkin and Tracy 2007, 2006, cited Tracy.J and Hinkin.T,2008). The already high staff turnover rates in the hotel industry also reflects high turnover of newly selected staff who leave the company within their first 30 days because the job did not suit them (Woods,1997:141). Does this mean possible issues with the prevailing recruitment and selection methods adopted by the hospitality sector organisations? According to the article by Tracy.J and Hinkin.T, only a few turnover studies have been so far carried out in the hotel and hospitality sector, despite reporting high levels of turnover every year. Therefore my literature review aims to conduct a much broader view of this issue by critically examining the current procedures and practices carried out by the High Beech Hotel UK and some of the other local selected competitor hotels, which may be associated with employee turnover. By doing so this study aims to understand the root causes of high levels of employee turnover of High Beech Hotel and propose solutions and recommendations to overcome those issues. This research benefits High Beech Hotel in terms of minimising the unnecessary costs that may occur due to advertising, interviewing, training of new staff as well as improving the overall standard of the hotel. High Beech Hotel is a three start hotel located in beautiful Hastings area and is faced with stiff competition with many three to four star hotels operating in the area such as, The White Rock Hotel, Travelodge Hastings, The Hotel Undum and the Chatsworth Hotel. The High Beech Hotel is therefore fighting to maintain a sustainable competitive advantage and grow its market share. The opinions of the General Manager, Operations Manager and the HR manager prove that jobs in the industry are difficult in the area and finding the right talent for the right job and the retention of quality staff are major HR challenges currently faced by the hotel. The general manager of the hotel is new to her post and has already expressed concerns about the high staff turnover. Turnover is high among front line staff, waiters and porters and the management has had few discussions to find the reasons why staff left, and find out ways to resolve the problem. I having worked at the hotel as an HR executive (placement student) managed to gain a good understanding of the high turnover and the possible effects the turnover levels have had on the existing staff. Literature review Labour turnover is the rate at which staff leaves 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 (Adams et al, 1993) Denver and McMahon (1992:143) defined labour turnover as the movement of people into and out of employment within an organisation and can both be voluntary and involuntary. Eade (1993) further categorises turnover into management controllable and unavoidable turnover. Labour turnover index is used to measure staff turnover and according to Armstrong (2001) labour turnover rates provide a valuable means to benchmarking the effectiveness of HR policies and practices in organisations. The hotel industry is essentially comprised of both a production and a service aspect and the creation and rendering of services from the hotel to the customer are mainly achieved through employees. Therefore the industry is essentially represented by people (Lewis 1989; Thompson and Abbott, 1990; Schneider , 1993) and is considered as one of the most labour intensive industries. Turnover in the hotel industry in the UK has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging as much as 200% to 300% per year. Statistically this means that the entire workforce of the industry turns over two to three times per year. The main factors identified, that could impact on turnover are, orientation and good socialisation procedures (Kennedy and Berger 1994, Woods, 1992), ad-hoc recruitment and selection (Benn and Farbringer, 1992, Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989), discrimination at the workplace (Antolik,1993), lack of training and development oppor tunities (Hogan, 1992; rowden,1995), organisation culture (Woods and Macaulay, 1998) shortage of skills in the labour market (Debrah, 1994; Woods, 1992), high levels of work related stress ( Vallen,1993;Woods, 1992; Ham and Griffeth, 1995), seasonal nature of the industry ( Boella, 1998) and job dissatisfaction ( Bonn and Frbringer, 1992). All of these factors have contributed towards high levels of staff turnover in the hotel industry and it is clear that the success of the industry depends upon taking necessary steps to reduce the above mentioned issues, and problems, and the calibre of employees, and how well they are managed (Nankervis and Debroh, 1995; Berger and Ghel, 1995). Deery and Iverson, (1996) commented that high degree of staff turnover levels consist of recruitment and replacement costs, and regular and loyal customers switching to other competitor hotels as they expect to see their favourite staff members. It is clear labour costs play a major part in the industry and high staff turnover is seen as a prime issue hampering the smooth functioning of hotel and organisations within the hospitality industry (Obrien and McDonnell 2003). Deery and Iverson (1996) examined the employee turnover phenomenal and found that high turnover resulted in organisations loosing revenue and profits. They also argued that high turnover, especially when skilled staff leave, contributes to lowering the employee morale and the overall ability of teams within the organisations to get quality work done. Therefore the retention of skilled and well trained staff in any hospitality organisation is important to save unnecessary tangible and intangible costs as well as retaining regular and loyal customers and to provide them with a quality service. It is clear from the arguments put forward by the above mentioned authors and scholars but Despite an array of academic evidence and research on labour turnover the question to be asked is do management of hospitality sector organisations understand the gravity of the issue of staff turnover, and its negative effects on the performance of the organisation and how far they are willing to go to retain the valuable staff. At a time of difficult economic times it is imperative and organisation takes measures to outperform its competitors and any hospitality sector organisation that understands the value of human capital and adopt good HRM policies and management practices in pursuit of employee retention will inevitably outperform the competition (Cho et al., 2006, Hinkin and Tracy, 2000). Staff leaving on a regular basis involves heavy administration costs and a loss of productivity through the breaking up of teams who are used to working together (Denvir and McMohan, 1992:144). Therefore the critical importance of employees staying with an organisation is evident (Brayfield and Crockett, 1995; Cho et al, 2006). It is clear that satisfied and highly motivated employees stay with the organisation which in turn helps the company to reduce unnecessary recruitment and selection costs which could amount to a substantial amount of money, but also produce high quality work which helps the organisation to achieve competitive advantage and increase its profits (Cho et al., 2006; Hinkin and Tracey, 2000). Exit interviews are a great method of collecting information as to why employees leave an organisation. Employees leave for various reasons ranging from lack of employee oriented organisational measures such as succession planning, pay , non-financial rewards, work life balance and undesirable working conditions as well as more personal reasons such as inability to look after their children, other child welfare issues and transport problems. This can also vary depending on how long they have worked for the company and it is a common factor as evident from the High Beech Hotel, and that staff leaves because they soon found out that the job did not suit them. Some other staff members leave after serving the organisation after serving a considerable amount of time and their issues could very well be different to people leaving early. According to the CIPD (2007) costs an organisation approximately  £3500 pounds every time an employee leaves and as stated earlier these costs include bo th tangible costs and intangible costs such as time spent on interviewing new recruits and these often go unreported in company accounts. Denver and McMahon (1992:146) also found out that individual hotel organisations experience different levels of turnover, which helps to confirm that staff turnover is partly within the control of the hotel management. This also contradicts with the common acceptance that staff turnover is high and uniform throughout the industry and uncontrollable. Therefore it is evident that high levels of staff turnover is harmful to the smooth functioning of any organisation, may it be in the hospitality sector or some other sector and hinders the efficient operation of the business resulting in the hotel gradually losing its market share. Therefore it is important that the hospitality sector organisations develop effective and vibrant HRM policies that enable them to successfully recruit, select and retain skilled and efficient employees, who would contribute towards the achievement of the corporate objectives of the business. Factors influence on high Labour Turnover. The hotel industry in the UK is constantly troubled with high staff turnover resulting in increased personnel costs arise from recruitment and selection of new staff, training them (Ham and Griffeth, 1995). There is a strong negative relationship between turnover and organisational commitment which indicates that staff with low levels of commitment and loyalty are more likely to withdraw from the organisation than more committed staff (Johnston et, 1993). He also identified a positive relationship between organisational commitment and career progression opportunities given to employees through internal promotions and succession planning. These employees who are given opportunities to progress up the ladder, exhibit higher levels of organisational commitment, and loyalty and results in skilled staff retention and a gradual decline of low performing employees. This makes it much easier for HR managers to successfully identify low performing employees and eliminate them from the work fo rce which is important and a good for the success of the company as this turnover is considered healthy. Another key factor which may influence staff turnover is the gender difference and certain problems it creates within the organisation. Female workers have different responsibilities to their male counterparts and may value work life balance more as a result. The pressures of work and life, has resulted in more female workers leaving their jobs than male workers (Doherty and Manfredi, 2006:62). In most hotels it can be seen female workers working in the bottom of the organisation hierarchy and the pay gap between males and female workers has been a much talked about issue in the UK. Iverson (2000) conducted a study in the USA involving hotel establishments and found that female managers earn much less than the male managers doing the same job which is commonly seen in the UK and this has resulted in, female workers being reluctant to return to work after their maternity leave. On top of this, most organisations have failed to assist their female workers to arrange necessary child car e arrangements which have aggravated the number of female workers leaving their job. As per above authors the reluctance of female workers to return to work may also be caused by factors such as stress, work dissatisfaction, lack of commitment and low promotion opportunities coupled with a poor organisation culture that does not provide a platform to encourage female workers to move up the career ladder. Therefore the problems and issues female workers face in the workplace is clear and applicable in hospitality sector organisations, and it is very important the HR department address these issues and understand why many female workers leave their jobs early. Organisation culture, average age of the total labour force of the organisation, gender and racial composition and male-female pay gaps are among the reasons why employees leave (Bennett et al, 1993). Prospective employees when joining an organisation look into a number of factors such as career development opportunities, total reward policy and work life balance. Lack of incentives is therefore a main reason why many employees leave their jobs after some time. Incentives include both financial and nonfinancial and employees may simply want praise for their good work and lack of recognition could seriously hamper employee retention. Ritz Carlton hotel in London, has managed to reduce employee turnover to a significant level by focusing on quality recruitment, providing better training and development opportunities and by forming a positive psychological contract with the employees, and also by creating long term incentive and reward systems ( Barky, 1996). Therefore it is fair to assume that to a large extent organisation HRM practices, policies and procedures determine staff turnover. Organisation policies and lack of employee oriented practices and procedures may not only be the sole reason why many organisations particularly in the hospitality industry experience high level of staff turnover. Another factor that affects turnover is the ability of staff to carry out their tasks and responsibilities up to the required standard and the job performance of employees largely affects staff turnover and this is also confirmed by a study conducted by Jewell and Siegal (1990). They found that employees having very high levels of on-the-job performance are highly unlikely to leave their job in contrast with employees with low levels of performance. High performing employees are confident in their job and have better work related knowledge and skills. Low pay, lack of training and career development opportunities, lack of regular and realistic performance appraisals and undesired work environments are among the key reasons that cause low performance which in-turn result in high staff turnover. Therefore it is clear HR professionals in hotel establishments must pay very close attention to developing employee oriented HRM policies and practices that help staff achieve their full potent ial. To name a few these HR policies and practices are training and development opportunities open management communication systems, employee welfare such as child care, flexible working, transport assistant to employees and a comprehensive induction programme that helps new recruits to adopt well to their new roles. When analysing the hospitality and hotel industry in particular it has been found that most organisations have a poor reputation for providing good staff training and development opportunities (Maxwell et al, 2004). High staff turnover in most hospitality sector industries may have also led managers to be reluctant to providing staff with opportunities to further develop their careers fearing they may leave after that ( Davies et al, 2001, Jameson, 2000: Lowey et al, 2002). High staff turnover also causes managers to be occupied with recruitment and selection activity as well as grievance issues, and this may also be a reason for them not to have sufficient time to focus on staff development and talent management. Training and development and staff retention has a close match as poorly trained staff are less satisfied with work and may leave quicker and more than fully trained and highly satisfied staff. Therefore training and development directly affects job satisfaction and organis ational commitment (Lam and Zhang, 2003, Taylor et al, 2001, Lowry et al, 2002). Working hours is another key factor that causes employees to leave and most hospitality sector organisations, because of high staff turnover may require remaining staff to work extra hours on a regular basis. Long working hours without breaks are against the working time regulations as well as current health and safety rules and Female workers are largely affected by this practice because of their family commitments and a research conducted by Erdogan (1996:26) revealed long working hours are among the main reasons for many female workers to quit their jobs. There has also been an increase of single parent families and long hours and unsocial working hours have forced females to leave their jobs. This not only creates staff to leave but unfriendly working hours coupled with a poor corporate and work culture and a hostile working environment of the organisation , may affect the job satisfaction of female workers and even if they remain with the job their work could be highly unproduct ive and suffer from work related stress. Despite the fact that many researchers and academics stressing the importance of a good organisation work environment that provides employees oriented HR measures to achieve these goals and objectives many organisations still suffer from high levels of staff turnover and female staff turnover as evident from research findings. All of the above stated factors and elements contribute to employee dissatisfaction and it is a result of various internal and external factors that were mentioned above. Labour turnover of High Beech Hotel High Beech Hotel had a newly appointed general manager and she has been investigating the reasons for the high staff turnover levels of the hotel over the past three years and has had several discussions with the operations manager and the HR manager of the company. Unfortunately no proper investigation has not been done so far to find out the possible causes of staff turnover but the management in consultation with the company HR records and turnover figures has assumed the reasons as job dissatisfaction, long and unfriendly working hours, pay issues, lack of training and development opportunities for staff, issues with working condition and other personal issues of staff such as work life balance. Importance of HR practices and concepts in relation to staff retention and turnover HRM plays a vital part in creating a sustainable competitive advantage for any organisation, and forward looking organisations adopt good HR policies and practices to ensure the smooth functioning of the organisation (Edvinsson and Malone, 1997; Stewart, 1997; Verma and Dewe, 2008). Research studies have confirmed that well defined organisational goals and corporate objectives directly influence employee retention and productivity. Kim et al, (2005) in their study on corporate orientation found that organisational direction and support had a significant impact on employee job satisfaction and overall commitment. ORGANISATIONAL INITIATIVES The organisational HR initiatives as mentioned above, illustrate how internal factors and forces contribute towards employee retention. The model does not mention about external forces such as local and national competition in the labour market, economic situation, globalisation and international competition which affects attracting skilled employees to various jobs. It can be seen that this model covers the internal factors and reasons that affect staff retention or turnover and it is critically important for an organisation and HR professionals to pay close attention to the factors mentioned under the model to critically assess where they stand as an organisation and take steps to implement those HR practices and policies to retain talented staff ( Horwitz et al, 2003; Steel et al, 2002). These internal HR policies and practices are bundled under the term retention management and it is defined as the ability to hold onto those employees an organisation would want to keep, for longe r than the competitors (Johnson,2000 cited De Vos and Meganck,2007). The external factors should not be neglected at the same time because there may be times employees may leave an organisation due to their influences. The impact of financial and non-financial rewards cannot be undermined and play a critical role in motivating skilled and valued employees and retaining them within the organisation. Financial rewards such as a good basic pay combined with performance related pay and non-financial rewards such as training and development opportunities, initiatives to achieve work life balance for staff and other employee retention initiatives such as a pensions scheme and internal promotions motivate staff and force them to think again before quitting their jobs (Horwitz et al,2003;De Vos and Meganck, 2007). When analysing the theories and ides put forward by the above mentioned academics and scholars it is evident they focused on retaining highly skilled employees and researched to find out the possible reasons why valued employees leave organisations. This is being described as retention management and the word retention embraces with other HR practices such as recruitment and selection, development of employees to achieve their full potential and succession management (Lewis and Heckmanp 2006:140). HR Practices and the importance of Human Psychology HRM involves all management decision and practices that directly affects other people, or human resources, who work for the organisation. The question that arises is that despite the fact that many organisations including the hospitality and hotel industry, implement all accepted HR practices and procedures, why employees still leave and the staff turnover rates are extremely high. A good understanding of the implications of human psychology would help HR managers to find the root causes to this problem. Psychologist Abraham Maslow introduced his concept of hierarchy of needs in 1943 which suggests that people are motivated to fulfil their basic human needs before moving on to other needs. The hierarchy of needs is displayed as a pyramid and the lowest level of the pyramid are made up of the most basic needs, while the more complex needs are at the top. The needs located at the bottom are the most basic human needs and as people progress up the pyramid, needs become increasingly psychological and social. Therefore when it comes to employees staying or leaving a particular organisation which stage the employee is in could play a vital role in his or her decision making process. At the core this theory of Maslow suggests that when an individual satisfies one set of needs they always try to move into the other level. This makes it critically important for HR professionals in the hospitality organisations how this theory of Maslow affects individual employees and how it influences an individuals decision about him staying or leaving the organisation. When an individual joins an organisation the first concern is to organise his life in-terms of food shelter and other essential psychological needs through wages and salary. The next concern would be job security and personal health and safety in the job. Once those needs are satisfied the employee would move in to the other set of needs which are social needs such as friendly colleagues and staff as well as a desirable working environment. After this comes the next stage which is satisfying the esteem needs which is comprised of individual being recognised for his work and valued by the management of the organisation as well as taking full advantage of any courses and exams they could take to get promoted. Once this set of needs are fully satisfied t he employee reaches the stage of self actualisation. Therefore to satisfy the individual employee needs the HR executives working in hospitality sector organisations must understand the needs of employees and aim to provide tailor made HR solutions in line with the corporate strategy of the company. In order to accomplish this, the HR managers must have accurate methods and procedures to understand which stage the employee is in his hierarchy of needs because if this is not done or if the right methods and procedures are not in place there will inevitably be a contradiction. For an example the HR managers may direct their full efforts into satisfying the esteem needs of employees through individual recognition and internal promotions at work when the employees are seeking safety needs. This would result in a waste of company resources and employees considering leaving the organisation. Individuals decision making process An individuals decision making process is comprised of a number of internal and external variables as shown below and the final decision makes by an individual employee is made up of a collection of those internal and external variables. This model is highly useful in understanding an employees decision making in an organisation (Kotler, 2000, p98). As seen the model is comprised of five main stages which an individual may go through before coming into a decision. They are, * Problem recognition * Information search * Evaluation of alternatives * Decision to leave or stay * Post- purchase evaluation Therefore the first stage is problem recognition and that is recognising there is a problem or issue to be answered by the employee. The problem arose can be triggered by internal influences, external influences or both. Once the main problem or problems are recognised by the employee he then moves into the next stage which is information search. For an example if the initial problem recognised by the employee is concerned with training and development opportunities offered by the organisation then through information search he would try to gather as much information as possible through various external and internal sources about what actions and steps he could take in order to gain the desired level of training. The next stage once sufficient information is gathered is the evaluation of alternatives. As per with training and development, the employee in this stage will go through various possible courses to be taken and evaluate the appropriateness of those courses to his job and what help he could get from the organisation in order to take the course. The next stage of the process is the final decision of the employee to stay with the organisation or to leave. This is called the purchase decision and according to Kotler (2000, p 99) two factors can intervene between the purchase intention and purchase decision. The first factor is the attitudes of other people, which is what the others around think of the individuals decision. Influence of other people can become complex and varied when there are more than one persons involved. The second factor Kotler (2000,p 99) mentions is the unanticipated or unexpected situations and as per the above example of training and development, factors such as the recession and cost cutting measures by the organisation could hamper the employees aspiration of embarking on the course. The final stage of the decision making process is the post purchase evaluation which involves the employee evaluating the positives and negatives of the decision taken, and the possible consequences of it. This concept has a high degree of importance to HR even though it is widely used in marketing and regarded more as a marketing related concep

Rhetoric Description :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  The blinding sun light spilled onto my exhausted underside from the window across the room as the unlaundered shirt was whisked away. The sight of the dank pullover was replaced with an anxious peering face. I knew that look in his face well. He had grown imaginative last night and was staring at my strained body, almost seemingly considering if what he had in mind might be too much for my experienced frame. Then as if he had made his decision a smile broke his expression and with the tip of his toe he flipped me into his eager hand and my torturous day was about to make its start. I knew what was in store for me and for a brief moment reminisced about the days when a simple coast down a crevice strewn alley was the extent of it.   Ã‚  Ã‚  Ã‚  Ã‚  He shoved me under his arm and flew down the stairs to the checkered floor of his kitchen. I gripped myself as I was tossed to clatter against the table and there I lay as he wrestled cabinets’ open and clattered silverware onto the table. The chair shrieked as it was pulled out, as if it was trying with all it’s might to stay rooted in its spot. The sound of slurping cereal was drowned out by the sneak attack of sound beckoning from the other room. He jumped up out of his seat spilling some of the contents of his bowl onto my nose as he sprinted to pacify the shrill wails of the phone. â€Å"Yeah man, it’s sick†¦Ã¢â‚¬ ¦.probably will get me sponsored in no time flat†¦Ã¢â‚¬ ¦yah I’m gonna practice it today, bring your cameras†¦Ã¢â‚¬ ¦Ã¢â‚¬  I’ve heard that conversation before. I knew what it meant. I was ready.   Ã‚  Ã‚  Ã‚  Ã‚  He rushed back into the room threw his meal into the sink with no remorse and flicked me back into his hands with little effort. I was actually starting to feel a bit antsy wondering what was in store for me. His body was throbbing as he pressed me against his ribs and his palms were clammy against my scarred underside. I knew that he was excited and my thoughts synchronized with his own filling me with exhilaration. We trudged to the doorway after he pounced into his chaotically laced shoes and wedged his ear phones on his head echoing the cacophony of an angst filled symphony.   Ã‚  Ã‚  Ã‚  Ã‚  He slammed the front door without looking back and carefully dragged his feet across the coarse surface of the driveway making sure there were no hindrances accumulated to the soles of his feet.

Rabindranath Tagore Selected short stories Essay

Profit and Loss This narrative briefly describes the short, sorrowful life of Nirupama. The name signifies ‘peerless one’ and was given to her by her parents, who were gratified with a daughter after having had five sons. Being treasured, her father searched long and hard to find a groom he deemed suitable enough for her. He engaged Nirupama to the son of a â€Å"grand† Raybahadur who asked for a dowry of 10,000 rupees. Even though he had no way of paying the large sum he found such a chance hard to refuse and he procured a way to borrow the money. However once this fell through the prospective husband, despite the wishes of his parents, still insisted on marrying. Once married, the bride’s father, Ramsundar Mitra had to beg to visit his daughter. She was treated spitefully and Ramsundar heard of the contempt and shame that his daughter was suffering and so attempted to sell the house, without the knowledge of his other children. Unluckily these found out and protested, ha lting his plans. Later she asked to come home for a few days, so he gathered a portion of the owed amount, yet the in-laws denied his request. At last he made up his mind to not return until he was in possession of the full sum. Finally he managed this, foregoing the wishes and needs of the rest of his household, however his daughter discovered this and forbade him to pay another single paisa, otherwise she warned that he would never see her again. Her sacrifice infuriated her new family even more, and she became more like a servant of the household, than a member of the family. She no longer cared, neglected her well-being and became seriously ill. Her in-laws refused to believe her illness was legitimate and only pitied her enough to call the doctor the night she died. Unlike their treatment of her while she was alive, her funeral pyre was said to be magnificent. Soon after, the family found a new wife for their son, the dowry this time was 20,000 â€Å"cash down†. Little Master’s Return Little Master’s Return tells of the life of a servant, Raicharan whose life is formed through his duties. He brings up his rich employer’s son, Anukul and in turn his son. During the monsoon season the little boy is insistent to go out for a walk one day, tempted by the gurgling water, he drowns. The dedicated servant is devastated and when the mistress, the mother to the boy suggests that it is perhaps he who stole him for the sake of the gold he was wearing, he leaves out of shame. Returning home, his old wife gave birth to a son. His wife died, and due to his contempt towards the boy, his sister looked after him and called him Phelna. Over time Raicharan convinced himself that this was in fact the little boy returning, ‘little master cannot do without my love: he has been born again in my house’. This conclusion came from several proofs: firstly the interval between the death and birth was short, his wife was thought to be beyond a child-bearing age and the child seemed to crawl, toddle and call his aunt ‘Pishi’ just as his little master had done. With this belief he no longer hated the child, but reared the child like that of a high born, not allowing him to play with the village children and even selling all his possessions in order to enable the child to go to a school for the high class in Calcutta. His fatherly affection to his son was un-doubtable but his devotion was more that of a servant. His son never even told his friends that this was his father and made fun of him behind his back. Due to his age Raicharan resigned his job in the city he had taken to pay for the school and went back to the village, to his old employers. He admitted that it was him who stole their child, but that he was to return in two days. The day came and the family was convinced that the boy, brought up in a manner similar to their own, was theirs. After all, how could have Raicharan have acquired such a boy? Why would the old servant mislead them now? Raicharan described the birth of the boy as ‘fate’, Anukul became angry at Raicharan blaming God yet Phelna asked for his pardon. Raicharan was now to receive a monthly allowance, but when sent to his village the money returned, no one had heard of Raicharan. Wealth Surrendered The story tells of Yajnanath, who although wealthy, lived like the old sages; on impossibly little. His son, Brindaban Kunda, bore with his father’s choice of living until he married. The frequent rows became worse when his wife, who had been seriously ill, died. Brindaban blamed his father for her death as he had refused to pay for expensive medicines as he believed that like before, one should not try to ‘cheat’ death. With this Brindaban left taking with him his four-year-old son. Yajnanath greatly missed his troublesome grandson and when one day a particularly plucky boy was pestering him, he decided to adopt him. Yajnanath spoiled the young Nitai Pal and when a passerby mentioned that a Damodar Pal was looking for his son, he resolved to hide him. During the dead of night the old man took Nitai to the outskirts of the village to an abandoned temple. Lifting up a stone slab he leads him down to a secret cellar in which Yajnanath had hidden all his wealth. He worshipped Nitai in order to leave him his inheritance and left the boy safely hidden. Around dawn he found his own son, Brindaban who, in his shame for his father had changed his name to Damodar. Alarmed the old man collapsed asking, â€Å"If you strain your ears, can’t you hear someone crying â€Å"Father†?† Damodar could not. From then on when Yajnanath asked â€Å"Can you hear the crying?† everyone laughed at his madman’s words. Four years later he died. Skeleton What could have been a tragic love story starts with the account of three young boys studying anatomy from a skeleton. Years later one of the children, now older, is forced to sleep in the room that previously housed the carcass due to guests in the house. In his sleepless desperation he imagines to be able to feel a presence. Knowing that the footsteps he thinks he can hear are simply a fabrication, he calls out. Unexpectedly he receives a reply. The voice belongs to the owner of the skeleton, and is now looking for it. The ‘presence’ lonely and missing human company requests to tell him the story of her life. She starts by briefly describing her short unhappy marriage in which her husband died after two months. Brought back to her father’s house she embarks upon a long tale of her rare beauty and how she was aware of its influence. She even appeared to influence her brothers only friend, a young doctor, who when she was sick would feel her pulse and she would imagine his to equally race. Growing obsessed she fantasized only about him. Not only did she love this young doctor, whose name was Shashishekhar, but she worshipped him and became enraptured. However she soon found he was to be married and benefit a sum of 12,000 rupees. Feeling hurt and betrayed she confronted him and insisted on throwing a grand ceremony. On the night of the wedding she poisoned his drink and dressing her finest in a Benares sari, all the ornaments from her jewellery chest and vermillion in her hair (in order to symbolize that she was married) lay down to die under her favourite bakul tree (the one she used to daydream under) and died. She woke up to find the three young boys playing with her skeleton. And when finally he spoke in the rising dawn, there was no answer. Housewife Housewife is a account of how one’s experiences when young can deeply impact you for a long times. Shibanath, who was clean-shaven, with closely cropped hair except for a short pigtail is a teacher. He terrifies his pupils and is described as a ‘man-god’. Shibanath would give each of his student’s new names. The author’s theory is that ‘people generally love their names more than their own selves’. This is the story of how Ashu, a studious, good-natured boy in his class, acquired his name. Precisely at one each day a servant-girl would bring him a few sweets wrapped up in a leaf, and a little bell-metal pot of water, a daily occurrence which he found extremely embarassing. On a holiday the kind Ashu was playing with his sister who had no other play companions. On this particular day it was the wedding of her doll, however she found no one to be the priest. She asked a passerby, through unfortunate luck this was Shibanath, who was sheltering from the rain under the porch. Alarmed Ashu raced inside, utterly embarrassed. The next day this incident was described to the entire class, so when at exactly one the servant-girl came Ashu usual gentle smile gave way to a deep blush. The veins in his forehead began to throb and he broke down into a flood of tears. He was mocked mercilessly, ‘Housewife, housewife!’ From this he gathered that playing with one’s sister on a holiday was the most shameful thing in the world and no one would ever forget it. The Divide The Divide is a narrative of how a friendship ends between two distantly related cousins. Despite their distant blood connection and difference of ages Banamali and Himangshumali lived next door to each other. Banamali being older, he doted on Himangshumali, pouring all his love and affection on the younger boy. As Himangshumali grew he became interested in reading anything which came his way, through this he acquired his knowledge. Everyday Banamali would sit smoking his hookah on the little garden patio, waiting for Himangshumali to come home from school. As soon and the younger boy had washed and changed they would stroll in the garden together talking. They both loved gardening, Banamali with his heart, Himangshumali with his intelligence. When it became dark Himangshumali talked about the things he read, he thought and what came into his imagination; some correct, some not. Banamali would listen solemnly adding his own thoughts and listening to Himangshumali’s objections, pondering what was said the previous night quietly while he smoked. As it happened the gardens of these two neighbours were simply separated by a ditch, within which grew a lime tree. When the fruit grew and was ripe for harvesting the servants of the two households had a quarrel over whose tree it was. Eventually the fathers of each of friends got involved; this grew into a fully fledged argument between the two. Lawyers and barristers were hired to legally dispute the case. Overall more money was spent than the floods that ran through the ditch and in the end it was Banamali’s father that won. Throughout the court-case the two neighbours sons had managed to remain friends, however once this battle was over Himangshumali no longer came. When Banamali asked at his house, his father responded that no one was home. For a week Banamali waited, and no one came. Taraprasanna’s Fame A highly intelligent and intellectual writer, Taraprasanna spent his time at home writing with weakening eye’s and a bent back. Although thought to be talented, he was shy and socially awkward. He did not understand usual social interactions and would instead stare and wonder. Unlike his wife, the writer was never eager to publish his work, however when the oldest of his four daughters was old enough to soon be seeking a groom, he grew worried and fretful. How was he to raise enough money to marry off four daughters? As a fervent admirer of his work although she did not understand a word, his wife urged him to go to Calcutta in order to publish his work. As she could not go herself, he was accompanied by a ‘worldly-wise man’ from the village in order to assist him due to his peculiar behaviour and remind him of his chores. While there, Taraprasanna published his book, The Radiance of Vedanta and sent it to every editor for review. He also personally sent one to his wife by registered mail, in the fear of it getting lost. She was so overjoyed that Dakshayani invited all the women she knew in the village round for a meal. Taraprasanna even sent one to all the libraries requesting one, as many wrote ‘your thoughtful book has met a great need in our country’, from his own expenses. He even received a joyful letter from his wife, telling him she was once again with child. However he found that as many copies he had sent out, he had sold not a single copy, so finally at a loss he returned home. He brought back with him all the reviews of his book, however his wife as pleased as she was, was eager to see how successful he had been in terms of money. He only returned with five rupees. Dakshayani was heart-broken; all her faith in the honesty of the world had been destroyed. It was around this time that Dakshayani’s health worsened as her confinement approached, the village worried recognised her need for a midwife. So Taraprasanna, desperate approached his friend Bishvambhar, who at his own expense travelled to Calcutta in search of one. As the birth was drawing nearer his wife impelled him to promise and vow on several matters , she also requested that her daughter be called, Vendantaprabha, â€Å"The Radiance of Vedanta†. She thought, ‘ I came into his house to give him nothing but daughters. Perhaps his misfortunes will end now.’ As the midwife exclaimed at the newborn girl, Dakshayani whispered her daughter’s name one last time before dying.

Nature of Industrial Buying: Industrial Marketing

URDANETA CITY UNIVERSITY COLLEGE OF ACCOUNTANCY AND BUSINESS ADMINISTRATION San Vicente West, Urdaneta City 2428 Pangasinan, Philippines Telefax No. (075) 568-7612 Website: www. ucu. edu. com BY: IAN JOSEPH ROBISO MARC TON ALEXIS PEREZ MARITA LABIANO KENT NOEL JAVIER ILENE GONZALES BEVERLY ROSARIO RICHARD SUMERA LOVELY SORIA BSBA-III Major in MARKETING MANAGEMENT SUBMITTED TO: MR. LADI GEORGE L. GASCON INSTRUCTOR Nature of Industrial Buying: Industrial Marketing Buy Phase in Industrial Buying * Buying is an organizational decision making process There are 8 Phases in Buying Decision Process * In Industrial market the buying decision making process observable sequential stages, understanding these phase helps developing appropriate selling strategy The Buying Decision of organization is influence by environmental factors, organizational factors, interpersonal factors and personal factors: * Personal – e. g. Age, Education, Income, Personality, Risk Attitude, Culture * Inter-Per sonal – e. g. Interest, Authority, Status, Empathy, Persuasiveness * Organization – e. g.Objective, Policies, Procedures, Organization Systems and Structure * Environment – e. g. Level of Demand, Economic Viewpoint, Technology Change, Political Development, Social Responsibility 8 Phases in Industrial Buying * Identify the problem – industrial marketers identify problems in buying organization and suggest how problem is? * General need Description – once the problem is recognized next is to resolve the problem. For technical products, the technical. * Product Specification – developed a precise statement of the product or service, selecting right suppliers recommend. Suppliers Research – search of potential suppliers from vertical hubs, functional hubs, direct extra link to major suppliers ,trade * Analyze Suppliers Proposal – once the qualified suppliers decided, the buying organization obtains the request for proposals. * Sup pliers Selection – Evaluation of proposals of competing suppliers and select suppliers * Selection of Order And Routine – placing orders w/ selected suppliers, frequency of the order placement, levels of inventory follows. Performance Review – performance feedback of the suppliers take place and post purchase evaluation Organizational Purchase Situation * New Task – a Situation that the company is buying the item for the first time. The buying organization will typically have had little experience with the product or service. The risk involved is more, decisions may take longer time and top management is involved. * Modified Re- Buy – This situation occurs when the organization is not satisfied with the performance of the existing suppliers.Search information about alternative source of supply. The change I supplier is likely to include several representatives, including mid level management and evaluative criteria are analyzed. * Straight Re-Buy à ¢â‚¬â€œ Buying products or services continuously and purchases that are made in the past. Repeat orders with the supplier. The reordering process may be completely automated or done routinely by clerical personnel. Purchases are often handled under a contract and price or consistently the dominant evaluative criteria. Participants in the Business Buying ProcessParticipants in the organizational buying process play as  many as seven different roles, namely those of  initiator,  influencer, approver, user, decider, buyer and  gatekeeper * Initiators – Recognize a problem or a need. The Initiator can be any individual in buying firm. * Influencers – Individuals influence the buying decision. Technical people such as quality control engineers, design engineers have considerable influence on purchase decision. * Deciders – The actual buying decisions are made by the deciders. They are one or more individuals involved in the buying decision.Senior executives m ay become deciders. * Buyers – Buyers obtain quotations from suppliers, evaluate, negotiate, process purchase, orders, advance delivers and implement purchase policies. * Users – Users  also  play a  role  of  initiators Individuals who use products or services Define specifications of  needed products * Approvers – Approver  endorse and agree to the purchase  and  also play a  role of  deciders * Gatekeeper – Gatekeepers control the flow of  information regarding products and services and control the buying center Assistants or  junior person  of  purchase managersKey Members of Buying Center * Top Management Executives * Managing Director, Presidents, Vice President or  General managers * Approve purchase, decide guidelines and purchase policy * Technical People * Technical people are design  engineers, production, quality control,  R&  D  managers * Specify products, technical evaluation, feedback on product supp lied, negotiate with suppliers * Purchase/Material Department Senior executives, junior levels,  purchaser officers or assistants * Coordinate with technical people, top  management, accounts as well the suppliers or vendors * Accounts/Finance for finalizing the  financial approvals, mode of  payment  and  insurance  of bank  guarantees * Marketing * Are the influencers in the buying process Summary * The industrial marketing need to understand the purchasing objectives and purchasing activities of the industrial buyers. The industrial buyers are influenced by both purchasing objective of the firm and personal objectives. The industrial buyers are influenced by many factors, the major factors like environmental factors, organizational factors, interpersonal factors and personal factors. * There are 3 common types of buying situations including new task, modified re-buy and straight re-buy. * There are 8 phases of buying decision making process include Initiator, Infl uencer, Approver, User, Decider, Buyer and Gatekeeper. The industrial markets should identify the key members of buying centre in each buying decision.