Transforming Hr Into Strategic Functions Management Essay

Transforming Hr Into Strategic Functions Management Essay High competition, pressure imposed by environmental changes, accelerated trends for change, and new management techniques have caused enterprises to evolve dramatically with respect to their structure as well as cultural and human resources (Garcia, 1997 cited in ).Nowadays, it is important to consider HRM as a strategic dimension within the wider improvement of quality and good marketing position. HRM can be said to be a strategic coherent approach to the management of an organizations most valued assets- the people working there, who individually and collectively contribute to the achievement of its objectives (Armstrong, 2000). The field of strategic human resources management has enjoyed a remarkable ascendancy during the past two decades, as both an academic literature and focus on management practice (Becker Huselid, 2006). The transition from the older HR practice with focus on staff matter to a subject of re-birth which focuses on linking people as organizational asset with the business strategy of the firm (Niehaus, 1995) means that the HR professional is performing a new and more challenging responsibility that requires new competencies and skills. The Human Resource function should be strategically integrated with a companys business plan to help the company achieve its business objectives. The objective of HR professionals is to ensure that HR adds value to strategic planning and business results of the organization (Ulrich, 2001). HR lacks alignment with other departmental goals To be involved with the over-all strategy, HR needs to be aligned with the organization. One Harvard survey found that 80% of HR departments lack a strategic planning process that aligns it spending with the organizations strategy (Norton, 2001). HR needs to become interdependent with the rest of the organization. HR needs to take a comprehensive approach that aligns its actions with the entire organizational strategy. The motivation to correct these HR problems is high because the strategic integration of HR into an organization achieves a competitive advantage. HR has much to contribute in a strategic supporting role. The ultimate goal is for HR to support an organization through the management of human capital, which is the major subset of the broader organizations strategy. HR needs to be part of the organizations strategy development. In order for HR to effectively align itself with the strategy of an organization, it must present top management with solutions that address the s trategic need and support of the organization (Freedman, 2004). Definition of Human Resource Transformation Beer (1997) argued that the HR function needs to shed its traditional administrative role and adopt a new strategic role, aimed at developing the organisation and the capabilities of its managers. The drive towards a more strategic HR function has pre-occupied the profession for some time and HR functions are increasingly under pressure to become a strategic business partner or an internal consultant, to become aligned to the business strategy, demonstrate its added value (Alvares, 1997, p.9), and latterly, to become involved in Human Capital Management. HR professionals aspire to a strategic role because it raises their status, makes their work more interesting, lifts their personal career horizons and (hopefully) is better for the business as a whole. One of the biggest perceived barriers to achieving this strategic role is the amount of time spent on administrative work; although the amount of time spent on administration has been steadily falling over recent years, to 36% from 50 % between 2003 and 2007 (CIPD, 2007a), a Mercer report on the HR function (Mercer, 2007) confirmed that HR teams would like to reduce the time spent on delivering services, transactions and compliance even more. The response by many HR functions has been to undertake a programme of significant organisational change, frequently labelled as transformation. Human Resources Transformation has been defined as follows: The process of recreating or reinventing the HR function such as re-engineering, restructuring, implementing new systems or a new HR service delivery model, outsourcing or co-sourcing with the specific intent of enhancing HRs contribution to the business (Mercer, 2007, p.1). HR transformation is something done internally to improve the ability of the human resources group to work more effectively with management teams, creating greater value, bringing more timely information, becoming a better business partner. Steve Klingbeil, Partner Chazey Partners A true definition of HR Transformation is an integrated, aligned, innovative, and business-focused approach to redefining how HR work is done within an organization so that it helps the organization deliver on the promises made to customers, investors, stakeholders, and other stakeholders. (HRT- building Human Resources from the outside in, Ulrich, 2009) Drivers and Barriers for HR Transformation According to a 2005 survey (Rampat 2005, p. 7) key drivers for HR transformation include the following: Making HR strategic Improving HR service Responding to changes in business Benefiting from new technology Better managing the cost of internal processes The same survey also revealed the following key barriers to the success of HR transformation Lack of appropriate skills among HR staff Lack of appropriate support technology An unwillingness to take risk or deal with complexity Difficulties in dealing with bureaucracy Difficulties in dealing with corporate or international cultural differences Lack of employee buy-in to HR Transformation Failure in building a business case to support change Lack of genuine top management support Regulatory constraints Unions According to the 2008 Global HR Transformation Report done by Human Resource Outsourcing Association (HROA) in association with Automatic Data Processing (ADP), among the keys to success in achieving HR transformation goals are: Access to better tools/resources: improved/new technology, use of online tools and services, and automation of processes; Change management and education: change management planning prior to implementing a transformation programme, cultural acceptance of change, training and motivation to encourage and engage staff in the transformation, and pre-transformation agreement on the programme goals; Management support at both the top and line levels: gaining top-level management support, and as much line-manager level buy-in as possible, prior to programme introduction; and, continually demonstrating the benefits of the programme to attempt to increase line-level buy-in over time; Alignment, focus and standardisation: alignment between HR and business units, harmonisation of processes, centralisation of services, standardised reporting The New Roles and Competencies of the HR Professional David Ulrich and Wayne Brockbank (2005) have created a model that describes the new roles of human resource professionals. They stress on the importance of building professional, credible relationships across the organization, and performing in a manner that both supports the business and preserves the integrity of the profession. As they outline the new capabilities of the human resource function the role of strategic talent management begins to emerge. Human resources professionals become less responsible for providing service and more accountable for facilitating better decisions. David Ulrich defined 5 major HR Roles in his HR Model to build efficient and modern Human Resources professionals. Figure 2.1: HR roles defined by Ulrich HR Professionals are Employee Advocate, with the responsibility to make sure that the employer -employee relationship is one of reciprocal value Furthermore, the build workforce of the future through the Human Capital Developer. They are also Functional Expert who design and delivers hr practices that ensures individual competence and organizational capability. As Strategic Partner, they help line managers at all levels meet their goals. And to sum the first four roles, HR Leaders need to lead and value their own function. Ulrich et Al., (2005) There are six major factors of HR competencies according to Ulrich et al., (2009), they believe that it is vital for the HR function to be a strategic professional player in a changing world. The two arrows (see figure 2.2 below) illustrate that HR must consider both aspects of the business, i.e. people and business oriented. The characteristics/roles HR people must have or play (six circles within the V shape below) to achieve will be described further. Figure 2.2: Competency model by Ulrich and Brockbank Credible activists build relationships of trust based on facts and have a point of view not just about HR issues, but about business issues. Operational executors do the operational work that have to be addressed by HR, using information systems to ensure better, faster and cheaper HR delivery. Business allies demonstrate a firm grasp on how the organization operates, how they work to enable to make a profit and compete. Culture and change stewards support the organization in identifying and facilitating important changes that improve the capabilities of the organization to compete. It is important that HR professionals help to formulate, communicate and create the organizational culture. Talent managers and organizational designers provide important support and counsel in both employees development (for example, competence and career development) and how the organization capability. Strategy architects contribute to the development, execution and communication of winning strategies. They prepare themselves for the future by drawing strategies to meet upcoming challenges. Possessing the competencies and performing the roles mentioned above, HR departments will derive their goals from the business objectives of the organization and become more strategically involved. HR Transformation and Technology Rapid improvements in technologies are changing the way work is performed by HR professionals from being administrative to todays a more strategic role. With new approaches such as Human Resource Information System (HRIS), web-enabled HR applications, HR self-service and Enterprise Resource Planning (ERP), HR practitioners are now more involved in strategic decision making. A key development in the field of IT is the emergence of enterprise resource planning (ERP) applications, such as Oracle, SAP and PeopleSoft. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organization (Markus and Tanis, 2000). ERP packages may be configured to more closely fit an enterprises structure, business practices and workflow (Chalmers, 1999). Recently, the HR function has had to adopt a more value adding role to the organization. With the growth of information technology, HR can be relieved from the burden of transactional human resource activities and this can be accomplished either by outsourcing some of the HR function, but what would be more relevant to this study, is to use technology solutions. There is a greater opportunity for HR professionals to become a strategic partner Self-Service HR self-service technology assists in meeting the needs of employees and managers, while supporting business objectives (Keebler Rhodes, 2002). Employee Self Service allow employees to manage their own HR activities such as updating their own personal details, leave application, nominate themselves for training, facilitating feedback and giving them visibility of the information held about them on HR systems. Eventually, HR professionals can concentrate on value added HR activities and spend fewer resources in managing administrative HR activities. Manager Self-Service (MSS) puts the information managers need at their fingertips giving them the ability to more closely monitor and direct their team towards the strategic goals of the organization. Business Partner Model Within this transformational HRM area, Walker (2001) breaks this down further into three types of work done in transformational e-HRM. These types of work include: strategic partnering with the business, creating centres of expertise and administration of service centres. In order to move to the third level of HRM, Beatty (2001) identifies five success factors. These include changing: the culture of HR, the people employed in the HR function, and also their competencies, developmental needs and their performance; the roles and responsibilities of individuals performing HR activities, that is, the structure of the HR function; HR processes or HR products; service delivery and development; and finally; the technology used for HR functions, which may include enterprise-wide systems and custom systems. HR Shared Services Centres HR shared service centre is defined as follows by (Brescia and Hartness, 2001): A centralized location where customer transactions and customer enquiries are handled Increasingly, HR are now using the shared services concept to drive down costs, provide increased levels of service and improve data accuracy and integrity. HR shared service centers help transform HR into a business-driven function focused on facilitating and supporting organizational change. HR shared service centre is usually a part of a wider transformation of HR structure within the organization. Shared service centers are usually proposed for the organizations strategic reasons in order to improve the capability and effectiveness of HR function. The HR shared service centre can include the full service from routine administration in recruitment, payroll and training, or provide specialist HR information and advice on HR policy and practice. While HR shared services provide quantifiable benefits in terms of cost reduction (through achieving economies of scale, the standardization of process, better management structures, etc.), the strategic benefits achievable from HR transformation are significantly more important. Strategic benefits of HR shared services include sharing more relevant and accurate information across the organization (sharing HR best practice, leveraging HR expertise, pooling knowledge across different parts of the organization and different geographical regions), achieving greater structural flexibility, improving organizational learning, and freeing up HR from day-to-day routine enquiries. Centres of Expertise (CoE) CoE provide specialist technical and professional support to the business and other areas of HR on specialist HR topics. CoE HR professionals play a number of important roles that should be clarified in an HR transformation: They create service menus aligned with the capabilities driving business strategy. They diagnose needs and recommend services most appropriate to the situation. They collaborate with embedded HR professionals in selecting and implementing the right services. They create new menu offerings if the current offerings are insufficient. They manage the menu. They shepherd the learning community within the organization. Strategic Business Partner Senior HR professionals working closely with business leaders influencing and steering strategy and strategy implementation. The role can vary enormously depending on organisational size and business priorities. Some activities that strategic partners are likely to be involved in include: organisational and people capability building longer term resource and talent management planning using business insights to drive change in people management practices Intelligence gathering of good people management practices internally and externally, so they can raise issues that executives may not be aware of. Model for HR Transformation The following HR Transformation is a four phased model proposed by Ulrich et al., (2009) Business Context (Why) Phase one addresses the question: why carry out transformation? To start Human Resource Transformation journey it is important to ensure that the context of the business is clearly understood by all those involved in the transformation process. Ulrich et al., (2009) believe that when the presenting problem for HR transformation comes from the context of the business and from the expectations of key stakeholders, then the case for transformation is stronger than if the presenting problem originates primarily inside the business. Outcomes (What) Phase two explains the expected outcomes from the transformation. Hr transformation should also change the fundamental identity, culture, or image of the business. This outcome is referred to as defining and building capabilities. These capabilities become the identity of the firm, the deliverables of HR practices, and the keys to implementing business strategy. Redesign HR (How) This phase has three components, each of which is a way of defining what we mean by HR: The HR function or department may need to be redesigned. HR professionals may be upgraded to possess the competencies required to do their work. HR practices may be transformed to be more effectively or more fully aligned, integrated, and innovative. The transformation model focuses on redesigning the HR function to make sure that it is aligned with business strategy. The redesigned of HR needs to differentiate between transactional and transformational work. Furthermore competencies of HR professional may need upgrade in order to perform their roles in the new organization. Hr practices may need to be revamped. Four domains representing the flows or process central to organizational success are as follows: Flow of people- ensuring talent availability to accomplish organisational strategy. Flow of performance management- promoting accountability for performance and rewarding it Flow of information- ensuring employees is given information needed to do their work properly. Flow of work- who does the work, how and where work is done and ensure quality outputs. The flows should also be integrated with each other to bring results. Accountability (Who) Line managers are ultimately accountable for ensuring that the organization has the right talent and right structures in place to deliver on the expectations of customers, shareholders and communities. Clear role definition and rigorous accountability will help an HR transformation succeed. HR Transformation achieved at AT T Anne Fritz, vice-president HR, who has been with ATT for almost 30 years, said: As competition, rapid technological breakthroughs and globalization turned our business upside down; the old HR model could not support the need for strategic change. Now, our role is to help internal partners to succeed in sometimes-fragile states of competitiveness and to ensure that we have the talent in place to build future business capability. Doing so delivers a value-adding service. HR transformation was achieved through key steps that represent a good-practice model for integrating the HR function with business strategies and aligning organizational performance to corporate goals. The key steps were: Determining strategic business needs customers, growth, reducing cost and technology; reviewing organizational structure, dynamics and systems Defining the strategic implications for HR continuous learning, team working and empowerment Identifying HR systems those that were required to support organizational, structural and cultural change Leveraging HR capability through leading-edge practices leadership, staffing, performance management and education Devising high-level HR initiatives for special needs, such as workforce planning and downsizing. Implications of the Human Resource Transformation in the Telecommunication Industry The HR Transformation model proposed by Ulrich and HRT process at AT T will be used as background for this study. The different components in the above transformation process at AT T key steps are interrelated, only those that seemingly represent the important practices and or potential constraints in HRT will be further explained below. Empowerment Empowerment is an essential element of organizational change and transformation as the global business environment becomes ever more competitive. By enabling managers and employees to have more control over their work and their working lives, they are being empowered. Employee Self-Service (ESS) has a great influence on the empowerment aspect. ESS allows employees to help themselves (changing their personal details, checking or applying for leaves, etcà ¢Ã¢â€š ¬Ã‚ ¦), thus HR professionals are now free to spend less time on day-to-day recordkeeping and focus on value-added functions that aid in meeting the goals and objectives of the organization (i.e., talent management, staff development and retention, performance management, rewards, etc.). Furthermore MSS enable managers processing basic HR transaction (appraisals) and retrieve data without involving the HR professionals. Leadership Effective leadership of the change process is fundamental to its success (Buckingham, 2005;Hunt Buzan, 1999; Johnson Uline, 2005; Kamener, 2004). The concept of managerial leadership permeates and structures the theory and practice of work organizations and hence the way we understand SHRM. In the management texts, leadership has been defined in terms of traits, behaviour, contingency, power, and occupation of an administrative position. Most definitions reflect the assumption that leadership involves a process whereby an individual exerts influence upon others in anorganizational context. Employee satisfaction, motivation, and loyalty are of major importance when it comes to retain the most valuable employees and this is where a strong leadership becomes very important. There is a difference between management and leadership. Leadership means understanding the corporate mission, developing goals which support the mission, then using personal and management skills to help build a stable, skillful, productive and satisfied workforce. Leadership is seen as the power to inspire and motivate the ability to permeate employees with the desire to change the organization to the best. Training and development Swanson (1995) defined employee training and development as the process of systematically developing expertise in individuals for the purpose of improving performance. Trainings strategic contributions to the organizations goal include new employee orientations, diagnosis and correction of skills problems, remedial training and sometimes long-term career development (Ceriello and Freeman, 1991). Indeed training and development is an important aspect in HRT, with new technologies, enhancement of HR practices and processes put in place, training will be required to adapt to new HR requirements. Link: Survey of Global HR Challenges: Yesterday, today and tomorrow PWC Leadership development also proves to be a big challenge. HR professionals continue to wrestle with understanding the best ways to keep people in the pipeline and develop leaders for future succession planning. Increasingly recognized as becoming strategic business partners within their organizations, HR professionals are expected to provide the essential frameworks, processes, tools, and points of view needed for the selection and development of future leaders. Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equipped to take on leadership roles of the future so that the organization is viable in the long term. Performance Management Performance management is a holistic process, bringing together many of the elements which go to make up the successful practice of people management, including in particular learning and development. Performance management is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business processes and of their own skills, behavior and contributions. At AT T performance HR initiatives is monitored by using the corporations top-level business performance measures: Customer value-added. The degree to which the competencies, people-planning and culture/design requirements have an impact on customer satisfaction. Financials. Revenues, cost reductions and earnings realized from the deployment of competencies, people planning and performance management. People value-added. A measure of the degree to which employee perceptions of leadership, job satisfaction and diversity issues, among others, meet or exceed corporate goals and objectives for all four requirements of the performance-system model. Performance management will aid the HR Transformation process, measuring the performance of employees will help in monitoring the productivity in the organization and establishing a culture of continuous learning, motivation that will result in better ROI. HR managers and professionals must take the lead in building and maintaining this performance culture and in ensuring it permeates the organization. Rewards are often credited as a source of motivation. Communication Good communication between HR function, line managers and employees is essential. Employees need to feel they form part of the organisation and have to be made aware of what is happening within their workplace. Lack of communication to employees can lead to confusion, rumours, misinterpretations and negative morale. Managers often think that employees are more aware than they really are. By building strong communication messages to employees this could help obtain commitment of employees which is important to the good functioning of the business where HRM is being transformed strategically. User involvement All parties should be involved Change management (structural and cultural change) The Inside Track on HR Outsourcing: Retained HR and Other Success Strategies Bruce Barge, Namrata Mundhra and Hameedah Merchant, 2007 The changes associated with HR transformation put enormous pressure on HR. HR transformation has a wide reach, often affecting the entire organization. With the emphasis of HRO on self-service, managers and employees often have concerns about the decrease in face-to-face contact with HR. HR staff often have fears about performance expectations that are connected more strategically to the business. Business leaders might have doubts about HRs ability to attain a more strategic role. Further, while HR is often the champion of change in an organization, there are unique challenges in managing change around HR transformation. HR is supposed to be a role model of effective change management, yet in this case it is the function that will need to navigate through the most wrenching change as HR transforms itself to accept a new and difficult role. A strong understanding of stakeholder concerns and interests is necessary to take a proactive approach to change management. An impact analysis provides a basis from which enablers and barriers to change can be identified. In an impact analysis, a sample population from the stakeholder groups, including executives, managers, employees and HR staff, is surveyed through focus groups and interviews. The findings of the impact analysis drive the development and execution of practical approaches to effect change, which are documented in a change management plan. HRO should help the HR generalist, or business partner, staff focus more resources on the crucial change and talent issues that drive competitive success of the business. HR needs to change and lead change initiatives to transform other functions. If HR transformation is implemented skillfully, HR professionals will become a much more vital contributor to organizational success through business partnership and strong leadership. Hr professionals Engage in projects with other departments Role and competencies Training, coaching guiding Attract, hire, retain talent Employees Be more empowered Participate Engage on self-learning Committed Line Managers Encourage movement of staff to work collaboratively with other departments Empower and motivate staffs Building Employee Commitment encouraging employees professional development, compensating them fairly use MSS fine tune hr strategy to fit with org strategy structure and resource allocation communicating strategy, organization changes at all levels

Analysing Nora’s Comment to Mrs. Linde :: A Dolls House Marriage Henrik Ibsen Essays

Analysing Nora’s Comment to Mrs. Linde Nora’s comment to Mrs. Linde that Torvald doesn’t like to see sewing in his home indicates that Torvald likes the idea and the appearance of a beautiful, carefree wife who does not have to work but rather serves as a showpiece. As Nora explains to Mrs. Linde, Torvald likes his home to seem â€Å"happy and welcoming.† Mrs. Linde’s response that Nora too is skilled at making a home look happy because she is â€Å"her father’s daughter† suggests that Nora’s father regarded her in a way similar to Torvald—as a means to giving a home its proper appearance. Torvald’s opinion on his wife’s role in their home is his defining character characteristics. His unrelenting treatment of Nora as a doll indicates that he is unable to develop or grow. As Nora’s understanding of the people and events around her develops, Torvald’s remains stationary. He is the only character who continues to believe in the charade, probably because he is the only main character in the play that does not keep secrets or harbour any hidden complexity. Each of the other characters—Nora, Mrs. Linde, Krogstad, Dr. Rank—has at some point kept secrets, hidden a true love, or plotted for one reason or another. Nora’s use of Torvald’s pet names for her to win his cooperation is an act of manipulation on her part. She knows that calling herself his â€Å"little bird,† his â€Å"squirrel,† and his â€Å"skylark,† and thus conforming to his desired standards will make him more willingly to give in to her wishes. At first, Nora’s interaction with Dr. Rank is correspondingly manipulative. When she flirts with him by showing her stockings, it seems that she hopes to lure Dr. Rank and then persuade him to speak to Torvald about keeping Krogstad on at the bank. Yet after Dr. Rank confesses that he loves her, Nora suddenly shuts down and refuses to ask her favour. She has developed some moral honesty. Despite her desperate need, she realizes that she would be taking advantage of Dr. Rank by capitalizing on his love for her. When Nora explains that Dr. Rank’s poor health owes to his father’s promiscuity, for the second time we come across the idea that moral corruption transfers from parent to child. (In Act One, Torvald argues that young criminals result from a household full of lies.) These statements clarify Nora’s torment and her refusal to interact with her children when she feels like a criminal. They also reveal that both

Chief Justice Earl Warren Essay -- essays research papers fc

Chief Justice Earl Warren Earl Warren was born March 19, 1891 in Los Angeles, California. Earl’s father was a Norwegian immigrant, which left him dealing with prejudice and equal rights at a very young age (Grace, 1). This lead to early indications that law would be Earl’s profession. Even before entering High School, he listened to criminal cases at the Kern County courthouse. Attending the University of California at Berkeley, Warren worked his way through college. He majored in political science for three years before entering the law school at UC. â€Å"He received his B.L. degree in 1912 and his J.D. degree in 1914. On May 14, 1915, he was admitted to the California bar. After graduation Warren worked in law offices in San Francisco and Oakland, the only time in his career when he was engaged in private practice† (White, 61). The young lawyer became a deputy district attorney in Alameda County, and eventually became district attorney in 1925 when is opponent decided to resign from th e race (Weaver, 40). He would go on to win the next four elections. â€Å"During his fourteen years as district attorney, Warren developed a reputation as a crime fighter. As a prosecutor Warren was sometimes accused of high-handedness in his methods, but in thirteen years and in thousands of cases ranging from murder to window-breaking, he never had a conviction reversed by a higher court† (Ely, 964). Warren served as attorney general from 1939-1943, enjoying the image of an effective foe of racketeers. In 1948, Warren was the Republican Party's nominee for vice-president of the United States. He and fellow republican Thomas Dewey would end up losing the race, the only election Warren ever lost, to Democratic candidate Harry S. Truman. In 1953 President Dwight D. Eisenhower appointed Earl Warren the fourteenth Chief Justice of the United States Supreme Court (Compston, 101). This new job would prove to be the most important and difficult job Warren had ever taken. â€Å"He inherited a court that was deeply divided between those justices who advocated a more active role for the court and those who supported judicial restraint† (Compston, 133). Among the Warren Court's most important decisions was the ruling that made racial segregation in public schools unconstitutional. The Brown vs. The Board of Education case dealt with the segregation of public schools. Although all the schools in a ... ... Brown vs. the Board of Ed. Case from this source. In addition, this book contain a lot of criticism that Warren faced because of his ruling. Weaver, John D. Warren: The Man, the Court, the Era. Boston: Little, Brown and Company, 1967. -  Ã‚  Ã‚  Ã‚  Ã‚  This book provided information about Warrens career early on, most importantly his becoming District Attorney of California. White, Edward G. Earl Warren: A Public Life. New York: Oxford University Press, 1982. - This source had information about Warren’s accomplishments in school and his job right out of school. Internet Sources: Cray, Ed. â€Å"Landmark case Biography: Earl Warren†. Earl Warren/Brown vs. Board of Ed. Information page. 1997. 5 March 2005 < http://www. landmarkcases.org/brown/warren.html>   Ã‚  Ã‚  Ã‚  Ã‚  - This website contained a great deal of information about the Brown vs. Board of Ed. case. Grace, Roger M. â€Å"Earl Warren, Norwegian American†. Earl Warren Information Page. June 1998. 4 March, 2005 < http://www.mnc.net/norway/warren.htm> -  Ã‚  Ã‚  Ã‚  Ã‚  This website provided me with information about the end of Warren’s career and his retirement.

The Work of Leonardo da Vinci Essays -- essays research papers

Grasping the full understanding of science and perfection in creative art are the two ultimate goals that mankind had been striving for ever since these two aspects became an important part of society. Many had aimed for it but none succeeded. Most of those who attempted to obtain this Holy Grail failed but some were able to conquer many fields. Leonardo da Vinci is a perfect example of those â€Å"Universal Geniuses.† Leonardo was one of the few who achieved major success in both art and sciences including portrait painting, conceptual engineering, anatomy, and many more. Leonardo was born in 1452 in the village of Vinci near Florence, Italy. With him being born into a family of highly respected lawyers, it is said that Leonardo inherited his intelligence from his father, Ser Pierro da Vinci. Despite the family traditions, Leonardo grew up to be an apprentice of an artist named Andrea del Verrocchio. It was here that the young man developed his talent and soon surpassed his own mentor. He created new styles of painting that were so revolutionary that there was a rumor whic...

Chemistry revision notes Essay

The oxidation state or oxidation number, is a value assigned to a chemical species which represents its actual or nominal electrical charge. The oxidation number in a free or uncombined element is zero. This means that, metallic magnesium has an oxidation number of zero, and chlorine in Cl2 form has an oxidation state of zero. For simple ionic compounds, the oxidation state of the single atom ions is simply the charge on the ions. In most compounds the oxidation number for hydrogen is +1 and for oxygen is -2. The exceptions include the hydrides (the oxidation state is -1) and the peroxides (the oxidation state for oxygen is -1). In the compounds, halides usually have the oxidation number -1. The sum of all the oxidation numbers in a compound have to be equal to zero. The sum of all the oxidation states in a complex ion is the same as the charge on the ion. Semiconductors A covalent element such as silicon or germanium which has a higher conductivity than that of a typical non-metal but a much lower conductivity than that of a metal is described as a semiconductor. Semiconductors are also referred to as metalloids and they occur at the division between metals and non-metals in the Periodic Table. Key facts : 1. The electrical conductivity of semiconductors increases with increasing temperature. 2: Doping pure crystals of silicon or germanium with certain other elements produces 2 types of semiconductors: n- type and p-type semiconductors. The addition of small quantities of certain substances to pure silicon greatly enhance its conductivity and makes possible the construction of electronic devices. This controlled addition of impurities is called ‘doping’. 1. doping pure silicon with phosphorus or arsenic (group 5 elements) these elements have 5 valence electrons, a few of the silicon atoms are replaced by P, As atoms — 1 electron is left over after the 4 bonds have been formed. The extra electron is free to conduct an electric current and the phosphorus-doped silicon becomes a conductor called n-type. B. doping with boron or aluminium (group 3 elements). By doping with an element having 3 valence electrons some of the silicon atoms are replaced by boron atoms, but because each boron has only 3 electrons, one of the four bonds to each boron atom has only 1 electron in it. We can think of this as a vacancy or hole in the bonding orbital. An electron from a neighbouring atom can move in to occupy this vacancy. As a result of this movement this type of conductor is called p-type. Superconductors 1. Superconductors are a special class of materials that have zero electrical resistance at temperatures near absolute zero. 2. Achieving temperatures near absolute zero is difficult and costly so application of superconduction at these temperatures is impractical. 3. Recently superconductors have been discovered which have zero resistance up to temperatures above the boiling point of liquid nitrogen- temperatures which are less costly to attain. 4. Superconductors may have a future applications in power transmission and electrically powered forms of transport.

HRM Exam Question Essay

1. Explain the ways that recruitment can contribute to the implementation of Human Resource Strategy 2. Outline and explain the options to consider when designing a reward strategy. 3. Briefly compare and contrast the differences between the ‘best fit’ and the ‘resource based’ approaches to strategic human resource management. 4. Outline the main uses of competency models in Strategic Human Resource Management? 5. Explain what you understand by the terms ‘unitarist’ and ‘pluralist’ and their implications for employee relations strategies. 6. Outline and discuss the factors to consider when designing a retention strategy October —2013 1. Critically assess the strengths and weaknesses of ‘best practice’ models of HRM strategy? 2. Outline and discuss the main obstacles hindering or preventing HR departments from delivering strategic HRM 3. What should organisations consider when developing a reward strategy? 4. How can recruitment and selection processes contribute to strategic HRM? 5. Discuss the main features of a Learning Organisation. Why is it important in a strategic HRD approach to organising development? 6. Which mechanisms of employee involvement would you recommend using as part of your employee relations strategy and why? New 1. Explain three best fit’ models of HRM and outline the strengths and weaknesses of such approaches to ‘strategy? 2. What are the main elements of a reward strategy? 3. Specify the data that you would need to analyse the potential absence problems of an organization 4. How can recruitment and selection processes contribute to strategic HRM? 6. Which mechanisms of employee involvement or ‘employee voice’ would you recommend using and why? Section – b Question 1 Critically evaluate the role that performance management systems play in the delivery of SHRM. Discuss the main mechanisms used in PMS and explain the different options that can be used within them. Use organisational examples as appropriate to support your answer Question 2 Critically evaluate the factors to consider when designing a retention strategy. Question 3 How can you best define and explain the concept of Strategic Human Resource Development? How does it differ from the concept of training and what are the strategic choices that make up Strategic Human Resource Development? Question 4 Critically evaluate the options and strategic approaches required to design a ‘total reward’ system Section B Answer two questions – Section B is worth 60 marks (30 marks for each question) Question 1 Critically evaluate the role that performance management systems play in the delivery of SHRM. Discuss the main mechanisms used in PMS and explain the different options that can be used within them. Use organisational examples as appropriate to support your answer Question 2 For developmental activity to be deemed ‘strategic’ organisations need to shift the focus from a training’ to a ‘learning’ approach. Discuss this proposition in the context of development activity supporting individual and organisational change Question 3 Critically evaluate the use of competency based approaches in modern HR strategies. Explain in detail how they may be used in one specific area of HR such as performance management. Use organisational examples as appropriate to support your answer Question 4 Critically evaluate ONE of the following a)In what ways can HR strategies provide the level of organisational flexibility required by modern organisations? OR b)Should reward strategies always include an element of performance related pay. Justify your answer in relation to both theory and practise? Section B Answer two questions – Section B is worth 60 marks (30 marks for each question) Question 1 Critically evaluate the role that performance management systems play in the delivery of SHRM. Discuss the main mechanisms used in PMS and explain the different options that can be used within them. Use organisational examples as appropriate to support your answer (30 marks) Question 2 (30 marks) Question 3 Critically evaluate the use of competency based approaches in modern HR strategies. Explain in detail how they may be used in relation to EITHER Recruitment and selection OR Performance management Use organisational examples as appropriate to support your answer (30 marks) Question 4 Critically evaluate THREE of the following payment systems Individual performance related pay (merit pay) Time based pay Skills based pay Team based pay (30 marks)

Economic History and Evolution of Health Care Economics

Health care has been changed dramatically during the years from back in 1960 to today. The economics crises have taken over majority of its courses for these changes. What is economic history and health care funding? Economic history is the way people dealt with supply and demand, cost of production of a product, the levels of income and distribution of wealth, the structure of overseas trade, and the volume and direction of investment, (Adelman, 1985). In today’s society health care and medicine has become one of the life savers for patients with health care issues.More and more new technologies, research, development of new procedures and medications have taken over a major change in health care industry while comparing to back in 1940’s when there was less facilities, doctors, technologies, and medicines available for treatment of major and chronic diseases. Health Care funding is defined as a method for patients to pay for their medical costs. During the early years of 1940’s, there were no Medical or Medicaid , HMO or PPO plans available and neither was there any governmentfunding available for low and no income families as it is today. In today’s society the Obama health care reform is helping millions paying for their health care expenses by providing Medical, Medicaid and or discounted health insurance plans from various companies with no or low income families. Millions are benefitting from this program today in comparison from the early 1940’s century. Today the debate continues between the poor and rich as to how and if the new health care reform program is beneficial for the economy and how it will affect the nation.The timeline below describes and shows how the government was involved in the health care funding and economy back from the early 1940’s till it is today. Health Care Funding Timeline 1935-At this time during the great depression, President Franklin D. Roosevelt had signed another act into law, a nd that was the Social Security Act. 1940’s For the second time, war put an end to any possibility for achievement of national health insurance. In 1943, there was a ruling from the The War Labor Board that certain work benefits, including health insurance coverage, should be excluded from wage and price controls.1946-In 1946 President Truman signs the Hospital Survey and Construction Act. This act would give states the access needed to federal grants for the maintenance and construction of public health centers. This act also provides care to all patients regardless of the race, nationality and religion. 1960’s The Kerr-Mills Act provided states with federal grants pay for health care for the elderly poor. He only had the support from 28 states who signed on for this act. John Kennedy proposed legislation in 1962 for hospital care for seniors under Social Security. However the opposing democrats blocked his proposal.During the election in 1964, Medicare was made a pri ority in the health care reform in USA. 1970’s By 1970, the health care costs had grown rapidly and therefore the number of uninsured patients among the elderly had grown which grew a major concern for the government and the health care reform. The country had started to face major health care crises. Sen. Ted Kennedy held hearings around the country and issued a report, â€Å"The Health Care Crisis in America,† generating support for his bill, the ‘Health Security Act,’ a universal single payer plan with a national health budget, no consumer cost-sharing, financed through payroll taxes.President Nixon proposed for an employer mandate which required employers to provide health care coverage to employees or to pay tax for the unemployment. 1980’s During the 1970’s the economic inequalities increased and decline in income. President Carter submitted cost control legislation which again didn’t pass. With the election of Ronald Reagan, a b ill for the expansion of Medicare Catastrophic coverage was signed and Congress passed an expansion of Medicaid. 1990’s By 1990, a major healthcare crises hits United States.Almost about 38 million people were without health insurance due to the recession that hit United States in 1990. It left people with no option to decline health care coverage. Private Insurance programs were at high pace , rates were increased by 90% and wages were at 28% between 1987 and year 1993. Wide range of proposals was put in for consideration for the better. The Clinton campaign was put into consideration. As president, Clinton appointed a task force to develop the concept into legislation, the Health Security Act (HSA).This act would have created universal coverage for the employer and the individual mandates. Due to the budget, the democrats did not approve of it. This bill never made it out of the committee. 2000’s President Bush signs Medicare Prescription Drug Improvement Act into la w in 2003. President Obama and the congress discussed the health care plans and spend over a year in doing research and planning for new plans to find solutions that would require businesses to cover for health care coverage for their employees.2010 -Today An adequate summary of the background and components of the Patient Protection Affordable Care Act signed into law March 3, 2010 by President Obama is beyond the scope of this space. It will be discussed in detail at a presentation Dec. 4th. This act was signed on March 23, 2010. January 1, 2014 Obama Health Care Reform takes into effect. In conclusion, as you can see health care issue has been ongoing for decades and has not been solved in United States as of today. We are still debating the costs, benefits and economical effects on health care for our people.While comparison from the 1940’s life was much simpler and less stressful for people and less issues while in today’s society there is more paperwork, more law s and requirements involved before a patient can be seen at a local clinic or hospital. Back in the days it was easier for patients to get treatment in a clinic or hospital while today a patient can easily be seen if he or she has some kind of medical or health insurance coverage. There is still hope that someday our nation will become better for our people in providing a better health care coverage and service to all.