American Civil War and Amendment Source

It explains the basics about why the 14th Amendment was passed. It also does give many other cool facts that you could find useful. This Includes the fact that the congress had to vote for the amendment to be passed. It also does explain how the 14th Amendment did not completely free slaves. When I say this, I mean that In some places, the 14th Amendment was not active. That means that the slaves In that area, were not free. Evaluation: I did not find the source useful AT ALL. The entire book was Just text, no pictures or anything. This dad It hard to visualize what was happening In the book.Also, the fact that only a fraction of the book was about the 14th Amendment, did not help on the Informational side. I would not recommend this book to someone that Is Just researching about the 14th Amendment. Source 3: Online weapon http://w. NM. Impermeableness. Gob/]b/recon/]b_recon_reveled_l . HTML, by: Web Guides Summary: This Is a weapon created by Web Guides. They go over everything you need to know about the 14th Amendment. They say that the amendment was ratified on July 9th, 1868 and granted excellently to everyone. The senate voted yes by 33 to 11 votes.The House of Representatives voted yes by 120 to 32 votes. Overall, It granted freedom to many African-American slaves. This was for reconstruction purposes for the aftermath of the call war. Evaluation: I found this website page very useful. It had many pictures and links to give you extra facts and Information. It also showed me about what happened after It. I would recommend this weapon/website to everyone.

Final Report

Submitted to CHITKARA BUSINESS SCHOOLIn partial fulfillment of the requirement for the award of degree ofBachelor of Commerce 2015-2018 Submitted by: Supervised by:Sanchit Grover Dr. Rashmi Aggarwal 1520991298 Professor CHITKARA BUSINESS SCHOOL CHITKARA UNIVERSITY2018 CERTIFICATE OF INTERNSHIP COMPLETION CANDIDATE'S DECLARATION I hereby declare that the major project which is presented in this report entitled â€Å"EMPLOYMENT RETENTION AND MOTIVATIONAL STRATEGIES † † submitted in the partial fulfillment of the requirements for the award of the BCOM FINAL YEAR to the Chitkara University, Punjab Campus is an authentic record of my own work carried out at Chitkara University, Punjab Campus. The material embodied in this project work has not been submitted to any other university or institution for the award of any degree. SANCHIT GROVER 1520991298 AcknowledgementIn performing my project, I have taken the help and guideline of some respected Persons, who deserve our greatest gratitude. The completion of this project gives us much pleasure. I would like to show my gratitude to Professor Dr. Rashmi Aggarwal for giving guidelines for project throughout numerous consultations. I would also like to expand my deepest gratitude to all those who have directly and indirectly guided me in writing this assignment. I extend my gratitude to my managing director Mr. Rajesh Kumar , my Head Mr. Dushyant Yadav and all my colleagues, friends for their support, guidance and assistance for ongoing industrial training and for preparing the project report. I thank all the people for their help directly and indirectly to complete my assignment. Sanchit Grover1520991298Executive summaryI did my internship in RCMICCI, Chandigarh. In today's competitive world NGO have become more and more popular. In this organization I worked under the Managing Director, Mr. Rajesh Kumar.. Non-governmental organizations,  nongovernmental  organizations, or  nongovernment organizations, commonly referred to as  NGOs, are usually  nonprofit  and sometimes international organizations independent of governments and international governmental organizations (though often funded by governments)  that are active in humanitarian, educational, healthcare, public policy, social, human rights, environmental, and other areas to effect changes according to their objectives. They are thus a subgroup of all organizations founded by citizens, which include clubs and other  associations  that provide services, benefits, and premises only to members. Sometimes the term is used as a synonym of â€Å"civil society organization† to refer to any association founded by citizens,  but this is not how the term is normally used in the media or  everyday language, as recorded by major dictionaries. The explanation of the term by NGO.org (the non-governmental organizations associated with the United Nations) is ambivalent. It first says an NGO is  any non-profit, voluntary citizens' group which is organized on a local, national or international level, but then goes on to restrict the meaning in the sense used by most English speakers and the media:  Task-oriented and driven by people with a common interest, NGOs perform a variety of service and humanitarian functions, bring citizen concerns to Governments, advocate and monitor policies and encourage political participation through provision of information. CHAPTER- 1 Introductory ChapterEmployment Retention Employment Retention is basically the ability of an organization to retain the employees. It is possible to present employment retention through statistics. Consideration is employment retention is related to the efforts of employers in retaining the employees in their workforce.   Retention becomes the strategies rather than the outcome There should be a distinction between the top performers and low performing employees and the efforts to retain the employees should be targeted as valuable. Employee turnover  is a symptom of deeper issues that have not been resolved, which may include low  employee morale, absence of a clear career path, lack of recognition, poor employee-manager relationships or many other issues. A lack of satisfaction and commitment to the organization can also cause an employee to withdraw and begin looking for other opportunities. Learning from study: Retention and motivation strategies help organizations to attain organizational efficiency on one hand by increasing the productivity and profitability while on the other hand it satisfies the individual's needs of employees by reducing stress, job insecurity and increasing loyalty and commitment and job satisfaction. Motivation and retention are considered as valued tool for organizational performance and achieving quality of work life. In the present era of competition and globalization there is a need to pay attention towards the employees motivation and retention in order to achieve growth and success and developing such a work environment where employees enjoy their work and give their best. Introduction to my workplace:Company Name is ‘RCMICCI', RCMICCI, was registered with the Registrar of Societies, Under Societies Registration Act XXI of 1860 Under No. 55/63 of 2006, in New Delhi. The association brings together all the exhibition organizers, managers, designers ; stand contractors, freight forwarders, services ; facilities providers, venue owners etc. so that there is a common platform for them.. Sub category is Indian Non- Government Organization. Primary location is Delhi. Main language of this organization is English. Registered address of this company is Plot no. 316, Park View Plaza,   Ajmal Khan Road, Karol Bagh, New Delhi-110005, India . RCMICCI is a proactive and dynamic multi-state apex organization working at the grass-root level and with strong national and international linkages. The Chamber acts as a catalyst in the promotion of industry, trade and entrepreneurship. RCMICCI, through its research-based policy advocacy role, positively impacts the economic growth and development of the nation.RCMICCI is more than an organization of the business community, as it lives by the chosen motto ‘In Community's Life ; Part of It' and contributes significantly to socio-economic development and capacity building in several fields. Besides the trade promotion and business development RCMICCI is committed to the upliftment of its members through various methods RCMICCI (Reserve Category & Minority Indian Chambers of Commerce and Industry).We are an organization working for the growth of business to the Reserve Category and Minority based MSME industries and large scale industries wide organizing the regular interactive sessions with the sectors giants like Buyer Seller meet, Trade Fairs, Seminars, Etc.Project Undertaken The topic undertaken by me for research and project is Employment retention and motivational strategies. Employment Retention is basically the ability of an organization to retain the employees. It is possible to present employment retention through statistics. Consideration is employment retention is related to the efforts of employers in retaining the employees in their workforce.   Retention becomes the strategies rather than the outcome There should be a distinction between the top performers and low performing employees and the efforts to retain the employees should be targeted as valuable. Here, motivation plays the most important role as employees needs motivation to complete their tasks, may it be monetary or non monetary. Considering the case of NGO, where I've done my internship from, is an exclusive voluntary group of individuals operated not for profit or any commercial purpose, but to serve the general public and also enhance the industrial activities in different measure. India having huge unemployment rate makes the situation worse, this NGO helps the needy as much as possible. In the current scenario low income and job security are the biggest problems. Therefore, there is a pressure of NGOs in such areas with aiming to address the social challenges faced by that region. The NGOs engage staff to complete their agenda within their lifetime. 2.1) Introduction to Corporate2.1.1) Historical Background: Company Name is ‘RCMICCI', RCMICCI, was registered with the Registrar of Societies, Under Societies Registration Act XXI of 1860 Under No. 55/63 of 2006, in New Delhi. The association brings together all the exhibition organizers, managers, designers & stand contractors, freight forwarders, services & facilities providers, venue owners etc. so that there is a common platform for them.. Sub category is Indian Non- Government Organization. Primary location is Delhi. Main language of this organization is English. Registered address of this company is Plot no. 316, Park View Plaza,   Ajmal Khan Road, Karol Bagh, New Delhi-110005, India . RCMICCI is a proactive and dynamic multi-state apex organization working at the grass-root level and with strong national and international linkages. The Chamber acts as a catalyst in the promotion of industry, trade and entrepreneurship. RCMICCI, through its research-based policy advocacy role, positively impacts the economic growth and development of the nation. RCMICCI is more than an organization of the business community, as it lives by the chosen motto ‘In Community's Life & Part of It' and contributes significantly to socio-economic development and capacity building in several fields. Besides the trade promotion and business development RCMICCI is committed to the upliftment of its members through various methods RCMICCI (Reserve Category ; Minority Indian Chambers of Commerce and Industry).We are an organization working for the growth of business to the Reserve Category and Minority based MSME industries and large scale industries wide organizing the regular interactive sessions with the sectors giants like Buyer Seller meet, Trade Fairs, Seminars, Etc.2.1.2) Mission: In order to provide marketing opportunities to MSMEs within the country, certain theme based exhibitions / technology fairs etc.   organized by RCMICCI, focused on products and services offered by MSMEs specially for all reserve category and minority section of our society which   include technologies suitable for employment generation, products from specific regions or clusters (like   Food processing, Machine-tools, Electronics, Leather etc). Micro, Small ; Medium Enterprises would be provided space at concessional rates to exhibit their products and services in such exhibitions/fairs. Apart from above RCMICCI   also facilitates participation of MSMEs in the exhibitions / trade fairs / events being organized in various State   all over the country to exhibit their products and services. These exhibitions may be organized in consultation with the concerned stakeholders and industry associations etc. The calendar for these events may be finalized well in advance and publicized widely amongst all members. The calendar of events would also be displayed on the Web-site of RCMICCI. Participation in such events is expected to help the MSMEs in enhancing their marketing avenues by way of capturing new markets and expanding existing markets. This would also help them in becoming ancillaries, partners in joint ventures and sub-contracting for large companies. We provides strategies for expanding business , by organizing specialized business events and simultaneously working with the Government by providing policy suggestions which are essentially based on inputs collated from research and industry .2.1.3) Vision: We've seen children who have the potential to achieve alot in their life, but they lack achieving it because of lack of finance and resources. Many women capable of touching the skies are unable to attain their goals.our vision is to contribute the maximum of what we earn towards the education of all those poor students who are unable to spend on their education. We promote every small thing that would further contribute to the welfare of the nation as well as the citizens. Small startups by various households are being more and more encouraged. Further how can we forget the women empowerment. We encourage more and more women entrepreneurship so as to make the women of now with the best potential and who are capable of being independent of all. 2.1.4) Industry profile:RCMICCI being a national body representing all segments of the exhibition industry comprising of organizers, venue owners, and service providers like stand construction companies, logistics, etc; the vision and mission of IEIA, besides driving the association, is to promote Indian exhibitions and trade fairs as a cost effective marketing medium nationally and internationally. In the increasing digital age, Exhibitions are the only media where buyers, sellers and products physically come together and thus become a potent force for business. Exhibitions are one of the most effective media for establishing and maintaining customer relations. Exhibitions become a success only if it is planned and organized properly by taking into account the position of the stalls and the total ambience of the hall etc.2.2) Name and location of group company:Company Name is ‘RCMICCI', RCMICCI, was registered with the Registrar of Societies, Under Societies Registration Act XXI of 1860 Under No. 55/63 of 2006, in New DelhiSub category is Indian Non- Government Organization. Primary location is Delhi. Main language of this organization is English. Registered address of this company is Plot no. 316, Park View Plaza,   Ajmal Khan Road, Karol Bagh, New Delhi-110005, India .2.3) Services'RCMICCI' organises trade fairs and being a non profit organisation, serves the society well by promoting women entrepreneurship , contributes to the education of those kids whose families cannot afford it or the ones without a family and also promotes startups which encourages the ones who have good plans and are willing to do something of their own.2.4) Department of work in Organisation: I worked with event manager Mr. Dushyant Yadav .He guided me very nicely and properly. In the organization where I am doing my internship is that I am learning the overall management that includes client relation, time management and at last man power management. Commitment, leadership and mental and physical devotion are the core factors needed to manage any type of event. Irrespective of the type or the scale of the event, the mental and physical hard work that is to be put in, differs only by a negligible degree of difference. There are innumerable activities that have to be carried out. First of all forming committees, then allocating different jobs to each committee is the very first step. Here all the theoretical concepts learnt up till now in subjects like public relations, human resource planning, logistics, human skills, controlling, accounts, organizing, and others come into actual use. As an event manager one must have a lot of flexibility in terms of working pattern. Be free to do all sorts of jobs irrespective of your position.2.4.2- Roles Assigned – The roles assigned to me were: The duty assigned to me was to arrange more and more sponsors for the exhibition and further I was delegated to handle and manage the entire finance of the event so organized. There were various sponsors who showed a lot of interest to be a part of our exhibition and were attracted by the motive of organizing such events. Some of the sponsors that joined us were: Jio LIC Mewara University Maya Garden Magnesia Radio Mirchi Dainik Bhaskar Ajit2.5) LessonWorking under RCMICCI was a great experience and moreover got a lot more to learn in the practical sense. The works assigned to me helped a lot in gaining various skills relating to event management. As I was asked to approach the sponsors , this task helped me a lot in enhancing my client relations skill. As it helped me how to deal with different sorts of people differently and influencing them with your words. Secondly, I got to develop my marketing skills as well as the management skills. I was also assigned the task of handling the finance which eventually helped in developing the skills.Being an NGO RCMICCI donates it earnings and profits towards the encouragement of education among the poor sector. Which too taught me about working selflessly for the society and the welfare of those who cannot afford the essentialities of one's life. 2.5.2) Lessons/experience learnt including skills obtained Communication Skills: Interaction with senior staff members and distinct customers helped me to boost up my communication skills. Teamwork Skills: People in the workplace perform  teamwork  when workers combine their individual skills in pursuit of a goal. Interpersonal Skills: Interpersonal skills  are the tools people use to interact and communicate with individuals in an organizational environment. Problem-solving Skills: I benefited from having good problem solving skills as we all encounter problems on a daily basis, some of these problems are obviously more severe or complex than others. Organizational Skills: Organizational skills in the workplace include general organizing, planning, and time management, scheduling, coordinating resources and meeting deadlines. PRE-PLACEMENT OFFER OR AWARD OF RECOGNITION Being an NGO that organizes events time to time, they don't hire an employee on an regular basis. Whenever an event such as trade fairs , exhibitions etc. are organized they do call their best representatives for helping them out and for that work I've been strongly recommended. Also along with my internship certificate they've rated me excellent for that purpose.

The impact of the Singaporean Culture on starting a new business ( Research Paper

The impact of the Singaporean Culture on starting a new business ( this is my part of a bigger project) - Research Paper Example Two socio-cultural factors that have an impact on their desirability are the value of innovativeness and the entrepreneurs’ social status, which indicates that the socio-cultural environment of Singapore favors entrepreneurship. Entrepreneurs setting businesses in Singapore have flexibility in various matters. Although the entrepreneurs that deal in the export of such things as sand, rubber, timber, and granite are required to procure special license, yet they have the flexibility of paying the money in the any currency they like since Singapore has no regulation of foreign exchange that normally exist in a vast majority of the countries all over the world. Entrepreneurs in Singapore, both novice and experienced need to closely monitor the modifying trends in the Singapore market and adapt the business to the changing trends in order to optimize the productivity and profitability of the business. â€Å"If you keep your eyes and ears open to new trends while doing business in Singapore, nothing can prevent you from being successful† (Moveandstay.com, 2012). Many options of business venture are available to the entrepreneurs in Singapore that can be profitable for them. ... There is a Singapore Code of Advertising Practice (SCAP) that ensures that high standards of ethics are maintained in advertising. â€Å"The basic premise of SCAP is that all advertisements should be legal, decent, honest and truthful. SCAP was formulated against the background of national law, international law and practice, including the International Code of Advertising Practice published by the International Chamber of Commerce† (CASE, 2008). The main factors that sell in Singapore are quality, price, and service. Prospective exporters need to realize that there is strong competition and the buyers look forward to getting a good after-sales service. The techniques of selling vary from one product to another, though they are comparable to the selling techniques prevailing in a sophisticated market in any country (export.gov, 2012). The extent of willingness of the members of a certain culture to accept and handle the risky and ambiguous situations is known as uncertainty av oidance. Cultures that are high in the level of uncertainty avoidance like to have predictable and structured circumstances that lead to the development and implementation of strict laws and explicit behavioral rules. Such cultures are risk averse towards engagement in the new business activities and unusual approaches of entrepreneurship. Singaporean society has low uncertainty avoidance which means that the people of Singapore have an acceptance towards ambiguity and unstructured situations. The Singaporean people like taking risks like establishing a new business and are open to new ideas. Concluding, Singapore is a land of great opportunities for the investors. The Singaporean society welcomes new ideas in business, and this openness is a great driver of innovation and creativity

Theories of Juvenile Crime Assignment Example | Topics and Well Written Essays - 250 words

Theories of Juvenile Crime - Assignment Example Hence, the basic cause of juvenile delinquency is rational choice- the choice between what is more important-the need or the outcome (Hakim, S., & Blackstone, 1996). Similar to all theories, rational behavior theory has its pros and cons too. The theory is quite reliable as it explains every sort of felony (robbery, drug use, hostility, etc.). Becker and Mehlkop’s suggested theories that also prove that juveniles do not commit crimes when the probability of punishment increases (Hakim, S., & Blackstone, 1996). One of the most common criticisms of this theory is that it over emphasizes individual choice and does not integrate societal issues, such as an unfavorable living environment into a person’s potential for criminality. In addition, the theory is a bit cost-conscious. Although it claims that a juvenile will commit a crime based on rational choice, there are still many issues that the person must reflect on before deciding whether or not to risk defying the law.   â€Å"The theory explains the causation of crime by assuming that after evaluation of certain factors, an individual uses free will and rational choice in the decision-making process before committing a crime† (Books, 2010).

Functional Analysis Research Paper Example | Topics and Well Written Essays - 250 words

Functional Analysis - Research Paper Example and-use planners need to consider all aspects of land-use legislation, as well as the requirements of the population while developing plans for the new projects. Governments of different countries set different types of legislations for the use of land. Land-use planners should never overlook government policies because it can create problems at some point in future. Therefore, planners need to consider the legislations in order to develop acceptable land-use plans. Similarly, planners also need to study current requirements of the community in order to incorporate those requirements in the land-use plans. Planners should also design the physical layout of the community along with determining the scale of development allowed in different areas (Hunter, n.d.). Planners should also be able to understand future demands of the area around the land, which needs to be developed. The reason is that future may bring a need for change somewhere around the planned land in the form of infrastru ctural change or change in policies related to the use of land. Therefore, planners must be able to forecast those changes in order to develop such plans, which should meet both current and future demands of organizations and

News Media Comparison Assignment Example | Topics and Well Written Essays - 1000 words

News Media Comparison - Assignment Example o curb the effects of these chemicals on the environment, companies involved in these mining prospects have created lakes where this water is collected and recycled (Bisset, n. p.). Recycling requires extra time and resources, which these companies try to minimize by storing the waste chemicals in lakes. Most of the flow back is pumped into exhausted wells, but it is mostly liked to leach to aquifers and surface waters. Fracking might disrupt radioactive elements and gases that might leach up to the surface and harm people and environment (Dembicki, n. p.). Corporate media like the CTV News’ report that the benefits of natural gas shale mining through the Fracking method’s advantages outweigh the disadvantages. This is in terms of job creation, consistent and steady supply of natural gas for next 100 years, and the income it will generate in terms of savings accrued from expenditure on fuel imports (Bisset, n. p.). The minister, for energy and mines, is quoted advocatin g for natural gas mining using the Fracking process, saying that all it requires is gradual integration of both conservative and avant-garde approaches to both environmental protection and the economic potential of natural gas shale mining (Bisset, n. p.). The framing of the news lays emphasis on the positive impact of the proposed and continued natural gas mining prospects are going to have a long lasting effect on the economies and lives of the people (Krugel, n. p.). This brings to fore the argument that is forwarded by those who are advocating for the continued exploration and mining of natural gas. Their arguments are focused on improving the livelihoods through the creation and acquisition of jobs, and how these mining ventures help in improving the ailing economies of towns and provinces where... This essay approves that alternative media provides complimentary information to that provided by the mainstream media or corporate media. It does this by being different in their delivery of information through varying dimensions of content, models of production, distribution, dynamic artistry and target audience integration. Alternative media’s main objective is to mitigate the effects of existing authorities, like governments and corporations that run the mainstream media, by representing the plight of the marginalized, in society. Although both types of media are bias, alternative media claims that its bias is different from that of corporate media because of their values and overall objective of agitating for the common man’s well being. This paper aims at comparing these two types of media by analysing how they handle a specific current issue in Canada. This report makes a conclusion that the focus on the negative environmental impacts of Fracking, in Canada, is not highlighted as much as it should, but the only mention of the environment is what the government will do, and measures it intends put, in place. There is no mention of what people should do to protect themselves against the harmful effects associated with frack mining. The sources used, in their reporting on this issue, are those that are benefitting from the ongoing mining operations because all their expositions, on the matter, are focused on the positives associated with continued mining activities without focusing on the effects of mining on the environment. Sources from the ministry of environment that would have highlighted the plight of sensitive ecosystems at risk of destruction and its contribution to global warming are not included in their articles.

Engineering or business Essay Example | Topics and Well Written Essays - 2000 words

Engineering or business - Essay Example on of training on hazard prevention and safe operating procedures particularly on fire prevention and management procedures and occupational noise prevention and reduction program were tackled in details. The reason behind the need to strengthen the performance of its workplace inspection team was also covered in this report. To effectively manage the incidence of fire, it is important to maintain a safe working environment by making fire exits available and easily accessible. Other than the installation of fire prevention equipments, the use of early warning signs and devices like self-luminous or electroluminescent ‘exit’ signs in emergency exits and the provision of necessary trainings and easy access to medical facilities and first-aid kit are highly encouraged. To ensure that each employee do not suffer from a permanent hearing loss, HR managers of engineering companies should strictly implement the use of hearing protector and limit employees work to 8 hours per day. Measuring and recording noise level pollution should also be conducted on a regular basis. With the purpose of gathering useful information on how an engineering company can effectively implement and practice work environment safety, the target audiences for this study include the engineering students and workers who are currently employed in an engineering company. Since a portion of the engineering students may consider working for an engineering companies like Hofmann and Wintech, this report will be useful in terms of increasing the students’ and workers’ knowledge on how they can protect themselves from work-related injuries and accidents. Established back in 1955 by Gordon Hofmann, Hofmann Engineering grew as one of the largest U.S.-based companies that specialize in the manufacturing of night vision support gadgets, aircraft lighting, and photonic test equipments (Hofmann Engineering 2010a). The company expanded its business not only within the aerospace industry but also

Politics and war in Afghanistan during the novel Kite Runner Essay

Politics and war in Afghanistan during the novel Kite Runner - Essay Example Touted as the first Afghan novel written in English, Khaled Hosseini's The Kite Runner makes up part of the growing branch of Muslim American immigrant literature (along with Diana Abu-Jaber's Crescent and Laila Halaby's West of the Jordan , both published in 2003). Loosely autobiographical, The Kite Runner begins in the same well-off Kabul neighborhood in which the author grew up with his diplomat father and schoolteacher mother. The action then shifts to California, where the family resettled in the early 1980's after fleeing Afghanistan. Hosseini, a practicing physician, began the novel in March, 2001, and, working in the early morning hours, had it half-completed by September 11, 2001. The terrorist attacks which occurred on that day left him and other Muslim Americans feeling anxious about their safety and also turned his unfinished novel into a hot property. After making a successful preemptive bid, Riverhead Books asked Hosseini to revise the manuscript (rather extensively, it turned out) in just four weeks in late 2002, in order to capitalize on interest in Afghanistan during the United States' military action against the Taliban. The well-publicized novel appeared in the summer of 2003, just after American and world interest had shifted from Afghanistan to Iraq. Employing a simple but effective three-part structure, framed by chapters set in December, 2001, The Kite Runner begins where Arundhati Roy's Booker Prize-winning novel The God of Small Things (1997) ends, with an act of betrayal. Part 1 focuses on the formative years of its narrator-protagonist, especially his relationship with Hassan, who is at once his servant and friend. The two boys are linked in several important ways: Born just a year apart, they live in the same household and have nursed at the same breast (following Amir's mother's death in childbirth and Hassan's mother's having run away). The two are also divided-by physical ability, by temperament, by class, and most deeply by ethnicity, one a member of the majority Pashtuns, the other a despised Hazara. Hassan's devotion to Amir is both a sign of his sweet disposition and, more troubling, the result of an ingrained servant-class mentality. Amir is, if not quite devoted to his playmate then certainly attached (including in a way that Amir could never have imagined, for Hassan turns out to be his half brother). Amir's relatively privileged life, however, coupled with Hassan's self-sacrificing devotion, makes Amir cruel, albeit in petty, even passive ways. Amir's cruelty and weakness of character are thrown into higher relief when a third boy, Assef, arrives on the scene. "On the surface, he was the embodiment of every parent's dream but his eyes betrayed him. Beyond the faade, madness." Beyond Amir's facade there is neither madness nor maliciousness, only anxiety that derives, in large measure, from his not being manly enough to earn the love of his father, Baba, a successful, decidedly secular businessman highly respected for his business savvy, physical prowess, and charitable acts. Amir's character is a typical Afghani character of the contemporary society. His character has been delineated by the writer very carefully and according to the norms and standing customs and conventions of Afghan society of that time. The crisis,

Client's Brief Assignment Example | Topics and Well Written Essays - 1750 words

Client's Brief - Assignment Example In the recent times, the number of civilian arrests that has been made on the lines of substance abuse is increasing. As of the year 2011, the first 6 months of the year witnessed an increase of drug abusers arrest by 20% as compared to that of the previous year. Also, the number of first time drug users has also gone up over the years on a steady basis since the year 2008 (Kirkland, 2011). The charity based organization, The Turning Point, which has its financial funding and support from the local government, provides the female victims of substance abuse the opportunity to recover by making them stay and participate in its indoor program for a period of 6 months. The last 3 months of the abuse removal program enables the respondents to participate in working and studying outdoors. The service offering of the charity comprises of residential rehabilitation programs as well as counselling services to the affected victims. Internal environment – TOWS analysis The TOWS analysis is often used to analyse the competitive position and advantage of the company. It is of considerable importance to mention that the TOWS matrix is a conceptualized framework that helps in a great way in matching the external opportunities and threats with the factors of company or organization specific strengths and weaknesses. Threats Old residents might contact new outdoor residents for selling of drugs. Competition with other organizations in regards to staff availability and volunteers Donor organizations moving to fund other non profit organizations. Opportunities Expanding the charity based organization in to new locations. Increasing awareness among schools and universities in regards to the problems of drug abuse Create union ship with other non profits organization for fund raising activities. Weakness Re-entering of completely healed patients in the world of drug abuse Problem of arranging education and sustainable lifestyle for the cured residents Difficulty in arranging for shelter for the resident females after their exit from Turning Point. Strengths Highly empowered staff and large number of volunteers. Stringent laws to take care and prevent the possibility of running away of residents. Exemption of tax by the corporate of around 2.5 times to the amount donated to Turning Point External environment The external environment comprises of stakeholders, competitors as well as macro and micro based factors of political, economic, social, technological, environmental and legal. Stakeholders Talking about the stakeholders associated with the charity based organization, it can be said that in general lines the entire society is the stakeholder. The reason behind making that statement is the fact that The Turning Point is non profit government funded charity and hence the entire society of Singapore is bound to benefit from a drug addict free environment developed by

What were the idealistic qualities of communism Research Paper

What were the idealistic qualities of communism - Research Paper Example It was based on the economic principle of ability and need. The principle enunciated by Marx was followed by Russian communist leadership, "from each according to his ability, to each according to his needs†. Class domination was abolished as it was not conducive to the welfare of the masses. Production was not for profit and human labor had a new social role. The State was in absolute control of all the economic activities. Worker worked with the missionary zeal and produced commodities not for the profit of his individual master, but he was part of the collective efforts for the welfare of the state. He would work hard to give maximum output. Political power was not an instrument of organized class oppression as under Capitalism and Socialism and classes stood dissolved and there was no possibility of class oppression. Every human being shared equal responsibility, but all this was mere idealism and the grassroots realities for the common man were entirely different and they went through a period of unmentionable miseries. The realities of daily life for people living under Stalin Stalin did not learn something from his own sufferings in childhood and inflicted cruelties on the people and terrorized those who opposed him. He sent his political opponents to prison and labor camps, where grueling hard work awaited them. As a youth leader he had taken part in violent attacks and strikes and he continued with the same working style on getting the supreme position of power in the communist hierarchy in Russia. He initiated the five year plans for development of Russian economy, introduced collective farming, and took away land from the rich farmers to created state-owned farms. This was his first stroke of highhandedness to destroy the farming community and their individuality. He hoped for bumper production of food grains but that did not happen and many people starved. On the political front, he usurped more power and those who opposed his reforms were eit her shot dead or sent to Siberia. He created a dreaded intelligence agency to spy over the activities of people and to collect information from all over the world. Destiny played its part and more suffering awaited the people of Russia. World War II broke out and in 1941 Hitler broke the pact and invaded Russia. The Soviet army defeated the Germans and in the process millions of military personnel and the civilians died. A section of the people benefited during the regime of Stalin. He supported women empowerment, gave them jobs and education. On the economic front, with the improvement in transportation facilities and with the construction of new railway lines, people heaved a sigh of relief. Stalin exhibited sterling qualities of a statesman, when Germans captured Yakov, son from his first wife; they desired to trade him for a German Officer. Stalin did not relent and asserted that he had millions of sons and that Germans must free all or none of them. Communist ideology did not t hrive under Stalin and people suffered much. The original revolutionaries lost much of their fire and inspiration and exploitation of the people began. Turn the pages of history, and we find that the people were always attracted by the lofty ideals of fraternity equality and liberty. When these rights were denied to majority of the citizens, societies went through great convulsions. With the onset of industrial revolution, workers migrated from rural areas to towns and lived in a new set up. Gradually, the worker became a victim of injustice, harassment and exploitation. Protest movements

GLS Australian Beverage LTD Essay Example for Free

GLS Australian Beverage LTD Essay 1937, Australian Beverages Ltd (ABL) commenced manufacturing soft drinks [non-alcoholic drinks rather than ‘hard’ drinks that contain alcohol]. 1970s and 1980s, the company expanded beverage portfolio by entering into other non-alcoholic beverage categories, such as fruit- and milkbased drinks. 2011, the company was Australia’s largest supplier of non-alcoholic beverages. -Tom Dwyer, current Managing Director since 2008. Joined the company at a time when carbonated soft drinks (CSDs) growth was stagnating and shareholder confidence in the company was waning. Dwyer established a strategic planning team to assess the current product portfolio and identify organic and acquisition growth opportunities. From this review the importance of operational excellence was identified Strong investment was made in world-class manufacturing facilities and systems. Process re-engineering was implemented to reduce the costs of manufacturing and time-to-market. Given the declining consumption of CSDs, Tom Dwyer has sought to reduce ABL’s reliance on them, focusing on growing new products and entering new non-alcoholic beverage Categories. Significant investment in product development of other non-alcoholic beverages Several acquisitions made to grow the market share of non-CSD based beverages in the company’s portfolio Entry into the Australian snack food market recently undertaken. Finalised the integration of a snack food business acquisition just over 12 months ago, Latest acquisition enabled ABL to leverage its strong distribution capabilities to supermarkets, convenience stores and hospitality channels by adding complementary food products to non-alcoholic beverages. CSDs still accounted for 68 per cent of company revenue in 2011. The board has requested the company continue to accelerate

Translation and Half-caste Essay Example for Free

Translation and Half-caste Essay Half-Caste is a poem written by John Agard. It presents another culture through dialect and uses complicated terminology. The poem is quite emotional and John Agard uses many techniques to present his ideas and views on Half-Caste. The poem is all about the different definitions of Half-Caste, it is undefined. Agard compares the word half-caste to Tchaikovsky’s piano, Picasso’s canvas and English weather. Firstly, John Agard uses rhetorical questions throughout the poem; ‘what yu mean?’ this shows that nobody knows what Half-Caste means it is down to the reader’s own opinion. This is repeated a lot throughout the poem. Rhetorical questions were very effective in this poem as it made the reader think imagine what the phrase half-caste means. Another technique that Agard uses is repetition; ‘what yu mean when yu say half-caste’. This demonstrates that John wants to emphasise this phrase. Repetition helps the reader to think about what half-caste actually means because it shows that there is no real definition and that it is the reader’s own interpretation of the word. The poet tells the poem in a confronting way because he uses the word ‘Half-Caste’. The poem is confrontational because the poem is coming across in an argumentative way especially against those who are half-caste. This could offend some people so the reader may think that, Half-Caste could be quite offensive. Half-Caste has many emotional thoughts. For example; is there anything wrong with the term ‘Half-Caste’, is it insulting, is he proud. A mixture of emotions are used here, including tension and anxiety, anger and also happiness. John Agard presents his ideas in a confusing way. The reader would think this because he does not actually know what half-caste means but yet writes a poem about different views of the term half-caste. He also writes the poem as a past experience as if he was a victim of racism. Agard uses things associated with half-caste so maybe he has been affected; ‘one leg’, ‘half of mih ear’, ‘half of mih eye’, ‘half-a-hand’. This shows that Agard must understand what half-caste is all about but he signals that half-caste is undefined without saying it in the poem. John Agard is very open-minded during the poem; ‘an I will tell yu de other half of my story’. This could show that there is another half to his story and that there may be a more cheerful side of his story. These words show that you should not judge people if you do not know them and don’t be judgemental. It does not matter what race or culture you are, be mindful. Agard uses insults to present his views on the term Half-Caste; ‘ah rass’. This could be offensive and cause anger towards the reader. The poem suggests that the reader only knows the definition of half-caste if you are half-caste. It is outsmarting all of the racist people because racist people may find the poem an insult. In the poem, the reader thinks it suggests that everything is a bit mixed up but it does not matter because everyone is unique and different. In conclusion, John Agard uses a variety of effective techniques to present the ideas and views to the reader. The reader thinks that the poem is quite confusing in the way it is written because it compares lots of things that the reader is not entirely sure define the term Half-Caste. The reader likes the way that Agard writes the poem as a past experience. Agard uses many techniques such as rhetorical questions and repetition which makes the reader think but also makes the poem flow well. Overall, the reader thinks that Half-Caste is a good poem that explains the different meanings of Half-Caste.

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