A Definition and Introduction to Ergonomics

A Definition and Introduction to Ergonomics Ergonomics is a term thrown around by health professionals and marketing mavens with a cavalier attitude. For some, it has a very specific meaning. For others, it covers everything under the sun. With all this different verbiage flying at you, you are probably starting to wonder, â€Å"What is Ergonomics?† Definition of Ergonomics Ergonomics derives from two Greek words: ergon, meaning work, and nomoi, meaning natural laws, to create a word that means the science of work and a person’s relationship to that work. The International Ergonomics Association has adopted this technical definition: ​ergonomics (or human factors) is the scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance. That is not the most efficient definition of what ergonomics is. Let us keep things simple. Ergonomics is the science of making things comfy. It also makes things efficient. And when you think about it, comfy is just another way of making things efficient. However, for simplicity, ergonomics makes things comfortable and efficient. What Is the Study of Ergonomics? At its simplest definition ergonomics, it  literally means the science of work. So ergonomists, i.e. the practitioners of ergonomics, study work, how work is done and how to work better. It is the attempt to make work better that ergonomics becomes so useful. And that is also where making things comfortable and efficient comes into play. Ergonomics is commonly thought of in terms of products. But it can be equally useful in the design of services or processes. It is used in design in many complex ways. However, what you, or the user, is most concerned with is, â€Å"How can I use the product or service, will it meet my needs, and will I like using it?† Ergonomics helps define how it is used, how it meets your needs, and most importantly if you like it. It makes things comfy and efficient. What Is Comfort? Comfort is much more than a soft handle. Comfort is one of the greatest aspects of a design’s effectiveness. Comfort in the human-machine interface and the mental aspects of the product or service is a primary ergonomic design concern. Comfort in the human-machine interface is usually noticed first. Physical comfort in how an item feels is pleasing to the user. If you do not like to touch it, you wont. If you do not touch it, you will not operate it. If you do not operate it, then it is useless.​ The utility of an item is the only true measure of the quality of its design. The job of any designer is to find innovative ways to increase the utility of a product. Physical comfort while using an item increases its utility. Making an item intuitive and comfortable to use will ensure its success in the marketplace.   The mental aspect of comfort in the human-machine interface is found in feedback. You have preconceived notions of certain things. A quality product should feel like it is made out of quality materials. If it is lightweight and flimsy, you will not feel that comfortable using it. The look, feel, use, and durability of a product help you make a mental determination about a product or service. Basically, it lets you evaluate the quality of the item and compare that to the cost. Better ergonomics mean better quality, which means you will be more comfortable with the value of the item. What Is Efficiency? Efficiency is quite simply making something easier to do. Efficiency comes in many forms, however.​ Reducing the strength required makes a process more physically efficient.Reducing the number of steps in a task makes it quicker (i.e. efficient) to complete.Reducing the number of parts makes repairs more efficient.Reducing the amount of training needed, i.e. making it more intuitive, gives you a larger number of people who are qualified to perform the task. Imagine how inefficient trash disposal would be if your teenage child wasnt capable of taking out the garbage. Efficiency can be found almost everywhere. If something is easier to do, you are more likely to do it. If you do it more, then it is more useful. Again, the utility is the only true measure of the quality of a design. And if you willingly do something more often, you have a greater chance of liking it. If you like doing it, you will be more comfortable doing it. So the next time you hear the term ergonomics, you will know what it means to you. And, hopefully, that is a comforting thought.

Age Discrimination Against Elderly Workers Social Work Essays

Age Discrimination Against Elderly Workers Social Work Essays Age Discrimination Against Elderly Workers Social Work Essay Age Discrimination Against Elderly Workers Social Work Essay In this fact sheet, I will discourse approximately age favoritism against aged workers in Singapore and travel into how they are treated otherwise in the society in unemployment and employment province. This is to happen out whether the immature workers have an unjust advantage over aged worker with regard to employment and salary chance. The facets that lead to the job of age favoritism will besides be covered in this paper. The authorities stance and public perceptual experiences show on how to undertake the job. There are many illustrations of bias and inequality in our society and in the universe we live in. These biass can take to favoritism and create breaks in society and state of affairss where people are denied entree to be rights enjoyed by others. Discrimination against individuals of a certain age group is one of the illustrations that should be focused on, where age was instanced as the top ground for favoritism with the per centum of 29 % . Age Discrimination in Singapore Aged workers are normally the 1 neglected and receive an unjust intervention in footings of employment. Employers can know apart by age across several countries such as rewards, publicities, hiring, firing and layoff and force retirement. The ground why I choose this peculiar community is that there is still strong favoritism against aged worker. In fact, most of the aged workers ever face some troubles in happening occupations which disadvantaged them in their societal lives. Most occupation demands prefer younger workers as they think older workers lack or energy, flexibleness, or adaptability compared to younger worker and yet there is no any legal action takes from the authorities, against employers who discriminate. Furthermore, the employers may believe that aged workers are unable to work on the Information Technology or may given the alibis of excessively slow in working advancement and therefore, utilizing this as a ground to reject or plunder them. The employers are besides seeking to utilize the ground of hapless work public presentation although the chief ground of firing the aged worker is age favoritism. Deduction of Age Discrimination Aging population is one of the jobs that ever concern in Singapore. As figure of aged people keeps increasing, the employment and unemployment issues might increase excessively. Therefore, it has ever been a sensitive issue when it comes to supplying employment to people of different age. If the unemployment issue happens to the aged people, they will get down to experience inferior where they are unable to supply household income and future fiscal security. Therefore, this might go a sort of load towards their kids or the authorities. The chief job faced by the aged worker is the wellness and physical conditions. These are the obstruction that faced by the aged worker when happening occupation. Problem faced by employed senior citizens Troubles faced by senior citizens seeking work From the tabular array above, we are able to cognize that there is a high per centum of foresee troubles in occupation hunt with the norm of 90 % in the age of 55 and supra. Furthermore, there are some grounds that caused them in troubles in occupation hunt which relates to their age, occupation available excessively physically and mentally demanding, under-qualified and working distance between place and company. The chief ground of troubles in seeking work is because of their age with the norm of 85 % in the age of 55 and supra. Research Example The address by Mr. Lim Boon Heng, Minister for Prime Minister s Office said that there was an issue reference about the troubles in happening occupation. In malice of that, a common of complaint heard in the society is I want to work, I can work, but no 1 will engage me one time they know my age . Or it will be the instance that first to be interviewed the older worker but last to be hired. Inequality in Age Discrimination Aged workers are more in danger to occupation loss and longer unemployment enchantments, although they have lower turnover and unemployment compared with their younger opposite numbers. This is where inequality occurs to aged worker in society. In June 2009, the sum of employment in the mean age of 40 ( 255,200 ) is greater than the age of 55 and above ( 150,700 ) . This shows that the aged people have the lower figure in employment which disadvantages the aged people when seeking occupation. Gross Monthly Income from Work The bulk of the aged who were employed in 2009 Drew gross monthly income of less than $ 1,500 ( 33.8 % for those between 65 and 69 old ages old and 44.2 % for those 70 old ages old and above ) falling into the $ 500- $ 900. Compared to the younger worker, the income for aged worker is instead low. Government Stance and Public Perceptions The authorities works with NTUC and the Singapore National Employers Federation ( SNEF ) to put up a tripartite commission to travel into favoritism jobs, known as Tripartite Alliance for Fair Employment Practices ( TAFEP ) . This commission has created with revised guidelines on non-discriminatory occupation advertizements and a figure of public and private sector employers pledged to follow with the non-discriminatory patterns. Beside authorities stance, employers should avoid age bound or age scope in the occupation notice and doing age an built-in portion of the application procedure. Training and development is besides an of import point to forestall favoritism against aged worker where it encourages all employees to take the preparation chances. This preparation chance allows aged worker manages to catch up the Information Technology. One of the suggestions to forestall the issue of age favoritism against aged worker will be created a regulation that certain figure of aged worker should use in the company. This is to avoid the jobs of inequality against aged worker in the society. Therefore, the figure of employment in a company should be every bit for both younger and aged worker. Re-employment creates a win-win state of affairs for employers and older employees in Singapore. Compare to raising the statutory retirement age, it offers greater flexibleness. On the other manus, harmonizing to preliminary findings from 2009 study by Ministry of Manpower, the huge bulk of 92 % of them were allowed to go on to work beyond the age of 62. 60 % who were allowed to go on to work beyond 62 and 30 % who were offered re-employment. These determination shows that they still value older worker. As Ralph B. Perry said Age should non hold its face lifted, but it should instead learn the universe to look up to furrows as the etchings of experience and the steadfast line of character. Decision In decision, occupation favoritism against aged worker in Singapore still exists and the authorities and public perceptual experiences have been seeking really hard to work out and forestall the issue of occupation favoritism against aged worker. The occupation favoritism creates inequality in term of age group. This may do societal tenseness and endanger to Singapore aging population. The determination shows that there is noticeable age favoritism as the employment rate for older worker is non really high. However, there is still a determination that shows the employers do value older worker, this might non be a strong solution and unable to prolong in the hereafter. In order to forestall or work out the job of favoritism against aged worker, Singaporeans should follow what the authorities stance and public perceptual experiences that applied or suggested to the issue, where the solution given might workable in some ways.

Define hate crime and the personal and social impact Essay

Define hate crime and the personal and social impact - Essay Example opinion with respect to whether or not current â€Å"hate crime† law is either beneficial or detrimental to the system of criminal justice that exists within the United Kingdom. It is further hope of this author that such a level of discussion will be beneficial in shedding of understanding with respect to crimes, is the further intention of this author to engage the reader with an appreciation of the fact for how crime and its interpretation/punishment has more and the ball with changes to society. In terms of definition and understanding, it is essential to appreciate the fact that hate crimes have both a personal and societal impact. The personal impact is with respect to the way in which hate crimes impact upon the perpetrator as well as the victim (Gillis, 2013). The impact upon the perpetrator oftentimes congeals to make them even more prejudiced than they might have been before; sometimes regardless of whether or not punishment was ever provided for the crime. Furthermore, hate crimes can have the impact of altering the world-view of the victim, causing panic attacks, and fundamentally changing the way that they engage with individuals in the future. Because of these effects, legislators and policymakers attempted to increase the overall penalties that are involved with respect to the crimes. The goal of this particular approach is to create a situation in which the crimes are strong enough to dissuade individuals are ever perpetrated Pfc. However, the fundamental shortcoming with respect to this particular approach has to do with the fact that many individuals do not respond to the threat of increased criminal penalties prior to engaging in whatever form of criminal behavior that they might be about to perpetrate (Spieldenner & Glenn, 2014). As such, the increased level of penalties for the crimes has become somewhat disproportionate with regard to other severe crimes that are oftentimes underage to a lesser degree; this is especially true in places

My Leadership Action Plan Essay Example | Topics and Well Written Essays - 750 words - 2

My Leadership Action Plan - Essay Example Do you love the work you do? Are you driven by your purpose? Is there a connection to your top priorities and your leadership approaches? Do you enjoy your time in helping others be successful? What is your legacy to the world? My main purpose as a Leader: (Bungay, 2011). My leadership purpose is also to fill particular needs. My areas to strengthen and grow:I need to stop needing to be loved or liked by my followers (Bungay, 2011). I also need to improve in my stagnancy and always remain focused on my goals. As a leader, I need to avoid excessive connectivity with my followers especially when it comes to mobile devices and other modes of communication (Bradt, Check, & Pedraza, 2011). I also need to try as much as I can to trust my employees with the responsibilities that I give them. I need to learn ways through which I can overcome my personal constraints. I also need to learn how to accomplish my goals after coming up with visions. I need to develop specific conflict resolution sk ills (Bungay, 2011).

SLP 4 When a company does not have a large IT department Essay

SLP 4 When a company does not have a large IT department - Essay Example Information System Planning and Selection for the company that is represented in this particular case study wholeheartedly claims that they have readily available functional specialists to assist customers that their services consist of, "information system (ERP) needs analysis, functional specifications, development of a Request For Proposal, evaluation of responses, vendor selection, and contract negotiations. For existing information systems, we will assess current performance and expectations against end-user needs, and develop short term and long term plans for improvement" (Education, 2008). With regard to higher education (which is their specialty), here are several projects that a prospective customer can choose from when it comes to Information System Planning and Selection. ... Judging from their list, they offer a lot more as far as services as our company does. Leveraging a powerful combination of the best industry-proven practices and leading standards, strategic vision, a vast spectrum of technical and technological competencies, Softerra offers its clients a comprehensive suite of IT services including Strategic Business Planning, Software Consulting, Software Design, Project Management Resources, Re-engineering, Software Upgrades and Website Enhancement, and Rapid Application Development, Custom Software Development, Custom Web Application and Development, Custom Database Design along with Development and Marketing, PDA Software Development, Custom Web Page Design and Original Artwork, and Information Technology Consulting. This is not an all-inclusive list, which is even more impressive (EduTech, 2008). The third directly competing company that was located was IBS. "IBS relevant IT consulting services to mid-size and Fortune 500 companies alike" (Softerra, 2008). Their main competencies include .NET and Java Development and Integration, Custom Development Solutions, Data Management Solutions, Information Worker Solutions, Advanced Infrastructure Solutions, Advanced Infrastructure Solutions, and more. A particularly intriguing company was Gatesix. They are known as a virtual consulting firm, serving the online community. According to their website: A smart company concentrates on its core business competency and leaves other tasks to those with specific expertise. Let the specialists at Gatesix save your company valuable timewith expert technology consulting. Our consulting staff will help smooth your

Effect of Human Resources on Global Expansion of MNCs

Effect of Human Resources on Global Expansion of MNCs MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis-à  -vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual ‘output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its ‘high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use ‘forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite ‘setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an â€Å"HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce†. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: â€Å"This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context†. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK con text, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of ‘what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of ‘context frameworks such as integration/divergence or universalism versus local particularism, and ethnocen tric, geocentric, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a Effect of Human Resources on Global Expansion of MNCs Effect of Human Resources on Global Expansion of MNCs MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis-à  -vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual ‘output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its ‘high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use ‘forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite ‘setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an â€Å"HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce†. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: â€Å"This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context†. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK con text, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of ‘what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of ‘context frameworks such as integration/divergence or universalism versus local particularism, and ethnocen tric, geocentric, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a

Weather and Environment Impacts in Brazil Essay -- Brazil Rainforest C

Weather and Environment Impacts in Brazil Manaus is a remote town located in a rainforest, so obviously there is a large influence by the weather on the environment around Manaus. Yearly it receives about 84 inches of rainfallinches of rainfall leading to the first environmental impact of the weather: flooding. Manaus is located near the junction of two major rivers, the Rio Negro and the Rio Solimoes, which combine slightly to the east of Manaus to from the Amazon river. The land is relatively flat, and therefore serves as a flood basin for the rivers. The average yearly fall of the river may be around 33 feet (1). The flooding is a risk to humans in that it may threaten the city and homes, but there is also important ecological benefits that stem from the inundations. The flooding of riverside forest provides important habitat for fish, particularly juveniles which can use the tree’s root structure to avoid predation (1). A potentially more controversial result of the flooding is that fields which are inundated are an important source of atmospheric methane, as well as good nursery grounds (1) Methane is a greenhouse gas, which may lead some individuals to call for flood control of the plains in an effort to limit greenhouse gas emission in Brazil. There is a dam built up river of Manaus, but there have been problems with Amazonian dams. Because of the rainforest large amounts of plant detritus ends up in the rivers, where it gets caught behind the dams and causes sedimentation, similar to silts in American rivers (2). Unlike north American sedimentation ho wever, the climate in Brazil allows for rapid breakdown of the plant detritus, acidifying the water and releasing large amounts of Methane into the air. The dams reservo... ... become. Fires also put particulate mater into the air, which is classified as a pollutant. References http://www.op.dlr.de/ne-hf/SRL-2/p44721_mana2.html accessed 11/29/04 http://www.pacificislandtravel.com/south_america/brazil/about_destin/nature.html accessed 11/29/04 http://nersp.nerdc.ufl.edu/~arm/amazonFires.html accessed 11/29/04 http://www.ipcc.ch accessed 11/29/04 Bruijnzeel, L.A. Hydrological functions of tropical forests: not seeing the soil for the trees? Agriculture, Ecosystems & Environment 104:1 185-228 Durieux, L.; Machad, L.A.T.; Laurent, H. The impact of deforestation on cloud cover over the Amazon arc of deforestation. Remote Sensing of Environment 86:1 132-140 Lamb, H.H. Climate Change and the Modern World. New York, NY. Routledge 1995 Somerville, R.C.J. The Forgiving Air. Berkley, CA. University of California Press 1996

Inventory Introduction Essay

An Undergraduate Thesis Manuscript submitted to the faculty of the Department of Communication Studies of Cavite City Campus, Cavite State University, in partial fulfillment of the requirement for ITEC200A- Undergraduate Thesis Part 1 for the degree of Bachelor of Science in Information Technology. Contribution no.___ Prepared under supervision of Mr. Norman Duarte. INTRODUCTION Nowadays, there are major changes that happened in our everyday lives. Since most of the changes are caused by the advances in technology, it is necessary for us, people to be familiar with the technological developments encountered today. Changes are inevitable and one should be able to go with the flow to stay in the business. Technology made a large contribution in the improvement of our life. Many businesses are engaging with the use of advance technology in order to become competitive. Through the use of modern technology, the work of an individual becomes easier and more accurate. The business world is fast changing that is imperative to stay ahead of the competition and empower your people with the tools and advancement that is available. The proponents noticed that the company named Homemart Builder’s Center Inc. is using the manual way for inventory of their items. Inventory system is one of the hardest and most important task in business or school transactions. Everything should be clearly and correctly stated based on the record of the company. This company which is located at Talaba IV Bacoor, Cavite started since the year of 1995. It takes time for them to search some files for the sales report because they have to do it manually. They find it hard also to retrieve those files stored in their file cabinets which they might lost because of certain chaos. See more: how to write an introduction paragraph for an essay Statement of the Problem This study seeks to create a system that would be used by businesses with regards to faster inventory transactions. This study tried to answer the following questions: 1. How to make an inventory transaction faster and more sufficient? 2. How they monitor the business performance? 3. How to make inventory of items much easier through the use of computerized inventory system? The system would help the staff of the company in terms of inventorying for much faster and efficient. It would be both beneficial to the owner especially for the buyer. To the owner, there will be a quick flow of business transactions. Significance of the Study The owners could easily check the increasing and decreasing items. The performance of the Company can also monitor through its sales report anytime needed. In addition, the program would help the owner with regards to their inventory since the monitoring stocks would be easier. Objectives of the Study Generally, the study aims to develop a system for Homemart Builder’s Center Inc. Specifically it aims to: 1. Create a Computerized Inventory System for the owner and employees of the company; 2. Make it easy monitoring the transaction and information of items. 3. Aimed to develop a Computerized Inventory System to increase a speed of service in terms of inventorying the items. 4. Monitor the performance of the company and also help the owner of the company on inventory of items in an easy and fastest way. Scope and Limitation The system was created only for the business of Homemart Builder’s Center Inc. The items will be inputted to the program through Item number. Price and quantity should also be inputted manually .It can update, delete and search information about the items. Have security featured specially to the owner’s file. The program will not include for other company’s use. The software can’t work without computer and electricity. It may not be applicable on items that do not have an Item Number or code. On the other hand, the items that do not have code will be manually inputted. Time and Place of the Study The study was conducted at Cavite State University Cavite City Campus from November 2012 to March 2013. Definition of Terms Inventory – It is the amount or value of a firm’s current assets that consist of raw materials, work in progress and finished goods; stock. System – a group or combination of interrelated, interdependent, or interacting elements forming collective entity; a methodical or coordinated assemblage of parts, facts, concept etc. Human Resource – the workface of an organization. Database – a systematized collection of data that can be accessed immediately and manipulated by a data- processing system for a specific purpose. Hardware – It is a business that has metal tools, implements etc.esp cutlery or cooking utensils.

Welcome Emails How to Build Trust With New Subscribers - CoSchedule

Welcome Emails How to Build Trust With New Subscribers Pop quiz: A visitor comes across your website and decides to subscribe to your email list so they don’t miss out on any special offers, sales, or product launches. What do you do? If you’re an email marketer, your answer should be: Send a welcome email. Seventy-five percent of marketers think welcome emails are effective. Plus, 53% are already using them. How to Craft the Best Welcome Email to Build Trust With New SubscribersGet Your Free Welcome Email Template + Bonus Resources This post is packed full of great advice. But, you could probably use some tools to help pen perfect welcome emails. Enter these four templates: Welcome Email Copy Template: Craft creative email copy that gets your new subscribers excited. Email Subject Line Templates: Write better subject lines to make sure those emails get opened. Email Marketing Calendar Template: Plan out your email marketing workflows all on one calendar. Email Subject Line A/B Test Template: Track opens on subject lines, and refine them over time. Download them now, and then lets get down to work. Write better welcome emails with these templates from @What Makes a Welcome Email So Effective (and Important)? Three reasons: 1 ) The Attention Bonus Your new subscribers are still in engagement mode and very likely are still online and probably your website, too. In fact, the read rate for welcome emails is 34% as compared to 24% for normal commercial emails. 2 ) The Expectation Frankly, new subscribers sign up fully expecting an email to come to their inbox quickly. This is particularly true if you’re offering a sign-up discount, whitepaper, or other incentive. If you have an audience looking for your message, that’s reason alone to follow through. 3) The Opportunity to Get More Data With so many eyes on your message, why not leverage the opportunity to get more data? Ask your new subscribers for preferences in terms of products and services, message frequency, demographics, etc. The more data you collect, the better you can segment your list and target your future email marketing campaigns. Here is how marketers are currently using their welcome emails: Source: Return Path Here are three reasons why welcome emails are so important for marketers.Planning and Executing Your Welcome Email When putting together your welcome email, keep these 5 steps in mind: 1 ) Set Expectations and Keep Them To build trust amongst your new email subscribers, you need to deliver what you promised at sign-up. Did you promise a discount? A whitepaper? A free trial? Deliver it with your welcome email. Ultimately, your welcome email needs to be the foundation of your email experience with your subscribers. Therefore, setting expectations is important throughout every piece of your welcome email including: The From Name The Subject Line Email Copy As you’ll notice from the example inbox below, From Names and subject lines are critical to welcome emails: Allowing the user to know exactly WHO the email is from is key. After all, you’re much more likely to open an email from someone you know than someone you don’t. Subject lines are also important. They can be welcoming, thankful, and back up any sort of discounts or promotions you offered at sign-up. Exclusivity, â€Å"special† mentions, etc., can play key roles in subject line effectiveness as well. Do This With : Use our free Email Subject Line Tester to optimize every subject line you write, before you hit send. Your email content should back up what you promised as well. Whether it’s a plain-text approach or a more â€Å"traditional† HTML/image-based email is up to you. Generally, welcome email copy is clear and concise, but word count alone doesn’t determine whether a welcome email is successful (at least at a universal, all-industries level). This plain-text approach to a welcome email comes from Groove. This email, meant to establish a relationship between subscribers and the CEO, garnered a 41% response rate: This welcome email from Blurb  uses concise text and imagery to give a clear idea to the subscriber about what to expect. 2 ) Use What Data You Have to Personalize Your Welcome Email Make use of whatever information you have or collect sign-up to personalize your welcome message. For example, if you have first name, use it. Hope For Justice  is a non-profit organization that has used ‘first name personalization’ in their welcome email subject line, thereby enhancing the open rates. See how Freedom  includes the first name of the subscriber in their welcome email. Office  asks for the subscriber’s birthday in the last email of their welcome email series with an enticing copy and CTA â€Å"I WANT A BIRTHDAY GIFT†. Provide information and content that’s relevant to how they signed up or what they signed up for. For example: If they signed up directly:  Provide brand and product/service information. For new customers:  You can cross-sell similar or â€Å"next logical† products. For someone who requested a whitepaper or similar document:  Provide the link to download. For someone who requested a demo on your website:  Use this space for content that is aimed at getting the demo started. As mentioned before, you can also use this time to ask for more information. To make the email entertaining, you can use a rich media element  like high-resolution images, GIF, or a cinemagraph. 3 ) Design Compelling and Prominent CTAs The marketer’s reason behind a welcome email (and email marketing in general) is converting subscribers into customers. Your call to action (CTA) should be first and foremost in your mind in terms of how to design your welcome email. Simply put, it should be obvious what you want your customers to do. Your copy (and buttons) should be concise and easy to find. Hollister includes two distinct CTAs targeted to ‘guys’ and ‘girls’. The readers know exactly what the CTA is intended to do. Eddie Bauer includes one primary CTA that allows the subscribers to meet their team, with additional supporting CTAs that urge readers to involve themselves more into the brand on their social channels and blog. If you want to draw more attention to your CTA, you can use an interactive element  like an animated gif or even a countdown clock to generate urgency around a special offer. Recommended Reading: How to Write a Call to Action in a Template With 6 Examples 4 ) Use Color Effectively Colors can influence perception with your customers. Want proof? 60% of emails distinctly use the color blue. It represents trust, integrity, and efficiency, all virtues that are very important to consumers. Recommended Reading: The Know It All Guide to Color Psychology In Marketing 5 ) Introduce New Subscribers to Your Social Channels The time when someone subscribes to your emails is when they are most interested in your brand. This is a great time to tell them about other ways to connect with you- namely your social media pages. Give them a reason to do so- for example, tell them that it is on social media that you disclose your offers first. They are more likely to follow you on social media now than any other time because they are curious about your brand. McDonald’s  launches the third email of their welcome series with the subject line â€Å"We’ve got a real connection† to promote their social media channels and acquire more subscriber information. Below, see how Office  highlights their social media channels under the heading â€Å"Let’s hang†. Note: Also notice the request to get whitelisted at the outset of the email. 6 ) Send Immediately Ideally, a welcome email is sent immediately after someone signs up for your mailing list. As mentioned previously, these new subscribers are most engaged and likely still on your website. Make sure your automation is set right to deliver your welcome message as soon as possible. Multiple Welcome Emails Can Be Better than 1 You may have a lot that you want to share with your new subscriber. But conveying it all in one email could simply be too much. Sending a series of welcome emails can help you build trust in your brand as you gradually provide all the information new subscribers may be looking for. How many emails you include in your series is up to you. I usually recommend starting with a 3-email series. Your First Email Sent immediately after you’ve received the subscriber’s email address. You should include: A sign-up confirmation message Some sort of ‘Thank You for signing up’ or ‘Welcome onboard’ messaging Language that sets subscriber expectations. Tell them what to expect and when to expect it. The Bath and Body Works  example below is a great example of a simple and informative first welcome email. Your Second Email Sent 24 hours after the first email is sent. Some elements you can include: Social media links to connect with them on other platforms. Your bestselling products (or product categories) Below is the second welcome email from Bath and Body Works. You’ll see that they introduce their categories of products. Your Third Email Sent 2 days after the second email is delivered. Some elements you can include: Local store information Product information A request to collect additional subscriber data Below is the third message from the Bath and Body Works  welcome series. Examples of Welcome Emails You Will Love Welcome emails are crucial for creating a good first impression. I’ve rounded up some quality B2C and B2B welcome email examples that I think do just that. 1 ) BBC They begin by setting the stage for what the subscribers can expect in the days to come and when they will be receiving emails. They suggest videos that the subscriber may like to check out- adding that the suggestions may not be spot on. The BBC uses this opportunity to ask for further engagement so they can collect more data and deliver better suggestions. Nice work! 2 ) Boden Boden welcomes the new subscriber by telling the subscriber about the benefits they will be enjoying by joining the brand’s email list. They also offer a 15% welcome discount and free shipping. They complete the package by providing links to social platforms in the footer. 3 ) Best Buy A warm welcome with solid, prominent CTAs, links to important categories, and social buttons in the footer. 4 ) Cotton On This email begins by introducing the subscriber to the Cotton On family of brands. They personalize the email by adding the subscriber’s first name. A coupon code to redeem a 20% welcome discount makes the email even more engaging. They also prominently display the link to the preference center where the subscriber can set their email preferences. 5 ) J. Crew J. Crew keeps it simple. They nudge the subscriber to explore their website through two links (they could test CTA buttons). Through a secondary offer, the subscriber can also sign up for the style guide. Social buttons are included in the footer but are not prominent. 6 ) GoDaddy This is a nice approach from GoDaddy. They provide help to businesses in making the right domain name choice through 10 tips. They also highlight the first purchase discount at the top along with a prominent CTA. Let’s Recap Here are some common best practices to follow. Do: Send your welcome email or the first in the series immediately after sign-up. Any delay can affect campaign performance and subscriber engagement moving forward. Keep your welcome email simple. A straightforward, scannable design, a warm welcome, and a brief description of what they can expect in your future emails should do the trick. Personalize your email with the help of whatever data you have- subscriber name, first interaction point, etc. A personal touch can go a long way. Use imagery and colors that are consistent with your brand. There should be no disconnect between the look and feel of one channel to another. Use automation to make your life easier. Set rules for welcome emails to be triggered on completion of signup forms, document download requests, free trial requests, and even new purchases. Get your subscribers to whitelist your sender email address so that your future email campaigns don’t end up in the spam folder. And here are some common pitfalls to avoid. Don't: Set the wrong expectations. Deliver what you promise. Nothing can harm your reputation more than not fulfilling a promise. Showcase links to social channels on which you are not active or are not relevant. Brag (too much) about your brand or product/services. Take an inbound approach to your content and let subscribers know how you or your product/service can help them solve a problem. Email marketing can build trust between your brand and your subscribers. Your welcome email lays that foundation. Make sure your welcome email (or series) lays a strong, positive foundation. Have you tried anything innovative in your welcome emails that gave you great results? Share in the comments below.