Human Resource Management Strategies

Human Resource Management Strategies Introduction The importance of international human resource management is getting increase everyday as we have globalisation and internationalisation over the world. As a result, numbers of the multinational companies are getting increase. According to Brewster et al. (2007), the multinational companies are increasing and there is economic dominance as 80% of the industrial output for the world is produce by the worlds 1,000 largest companies. Brewster et al. (2007) also mentioned that as the number of multinational company increases, global transferring is increasing such as sending works between team members of the company based everywhere over the world. In addition, through this trend, diversity is increasing within the organisation and the multiculturalism must be carefully considered by the organisation to utilise its human resources effectively in their organisation. The one of crucial role of human resource manager is developing effective human resource management policies and practices for organisation such as recruitment, reward, training, development, flexibility, work-life balance, employee relations and communications (Brewster et al, 2007). However, these policies and practices can be varied between national cultures. Rosenzweig and Nohria (1994) argued that HR is the area of management most likely to be subject to national differences (Cited in Brewster et al, 2007). In these days, many large companies are trying to expand the company from their own country of origin to all over the world. These multinational companies are all facing same issues, which are developing policies and practices for the human resource management in their subsidiary overseas operations. In this paper, as a senior human resource manager of a multinational company in the Great Britain, will be discussed the main factors which will be considered while developing policies and practices for subsidiary in Latin America and also differences of policies and practices between the UK and the Latin America subsidiary operations. Culture Before start its operations, it is crucial that company looks for cultural differences between home and subsidiary countries. Briscoe et al. (2009) defined the culture, Culture is the characteristic way of behaving and believing that a group of people have developed over time and share. Brewster et al. (2007) argued that it is important managers to know how organisation formation and process, leadership idea, human resource practices can be affected by national cultural differences in this borderless world. These differences could make crash when the company start operations in various countries. According to Briscoe et al. (2009), these differences will become striking challenge for the company when people in the company has less knowledge or uncomfortable with these differences. In result, both operations and their human relations within the company will be failed. Briscoe et al. (2009) also added that when company uses their home country practices for activities such as recruiting in their overseas subsidiary, it will lead alienation and lack in trust and could be further more consequences. As many authors and scholars mentioned, it is important to look at the cultural differences between home country, which is the Great Britain, and overseas operations in Latin America. For the point of departure, Elvira and Davilla (2005) recommended to use the Hofstedes research as it is widely known, accepted and used to explore the cultural differences. Briscoe et al. (2009) also mentioned that Hofstede made the first major study and best known of the studies of the differences in national cultures. Hofstede discovered that the cultural differences could be divided and described by four factors: power distance, uncertainty avoidance, individualism, and masculinity (Brewster et al, 2007). Power distance The power distance dimension shows the level of equality within a society. According to Elvira and Davilla (2005), that the larger the power distance, the lesser the equality in a society, and the small the power distance the higher the level of equality in a society. It can be clearly defined that the Latin American countries are highly scored in the Hofstedes power distance index ranking table (Hofstede, 1991 cited in Brewster et al., 2007). According to the Hofstedes ranking table, five of ten countries at the top of table are all Latin American countries; it is Guatemala, Panama, Mexico, Venezuela, and Ecuador. The rest of Latin American countries also highly placed in the ranking table. Lucas et al. (2006) argued that high power distance countries like the Latin American countries, there are strong trend of hierarchical organisations and monocratic leadership. This argument can be proved by Hofstedes mentions, that the high power distance societies are more likely to be centralised and pyramid shape and a lot of superiors existed, large income gap between professions, a large scale of unskilled labours, and a higher respect for office jobs than jobs in manufacturing sector (Hofstede, 1982 cited in Elvira and Davilla, 2005). By contrast, the Great Britain scored low, which is rank 42 in the ranking table with Costa Rica, the one of Latin American countries. Not like the others, Costa Rica has lower power distance in their society. The Great Britain, however, scored low compare to the most of Latin American countries. Lucas et al. (2006) explained that the low power distance countries like the Great Britain mostly have horizontal structures and more democratic style of management. This kind of societies often called as equal society. Uncertainty avoidance Uncertainty avoidance dimension refers to the degree which members of a society desire structures, which has clear rules for appropriate performance (Elvira and Davilla, 2005). Brewster et al. (2007) also argued that the uncertainty avoidance is about the degree, which societies feel threatened by indefinite situations and try to escape ambiguous situations. According to Hofstedes uncertainty avoidance index ranking table (Hofstede, 1991 cited in Brewster et al., 2007), Latin American countries such as Guatemala, Uruguay, Peru, and Chile has highly ranked, which was in the top ten of table. The rest of Latin American countries also have highly ranked in the table. The companies in high uncertainty avoidance countries like Latin American countries, has strong bureaucracies, task-oriented, rules, and job constancy. In result, in Latin American countries, they fight with uncertainty situations through these strong bureaucratic management styles an in addition, Hofstedes mentions can support this argument that they are less willing to make individual or risky decisions, ritualised, and dependent on power to control uncertainty (Hofstede, 1982 cited in Elvira and Davilla, 2005). By contrast, the Great Britain clearly divided into different category from the Latin American countries, which can be seen from the table. They placed in rank 47 in the rank table, which is nearly bottom of table, it means they are totally different from the Latin Americans. Lucas et al. (2006) argued that the companies in the low uncertainty avoidance countries are encouraging more diversification in the views and have more flexible structures. In result, companies in the Great Britain are not relying on the power or others in their organisation to deal with the uncertainty situations, totally opposite from the Latin American. Individualism Individualism is the degree to which people prefer looking after themselves and performing individually rather than group working (Elvira and Davilla, 2005). Great Britain has ranked high in the Hofstedes individualism index ranking table (Hofstede, 1991 cited in Brewster et al., 2007), placed in third place following the USA and Australia. Great Britain is one of the highly individualist cultures in the world. According to Lucas et al. (2006), in highly individualist cultures like Great Britain, people in the society cares themselves and their family, and it is important for them to make achievement for themselves. By contrast, most of Latin American countries has ranked lower in the table, especially, Venezuela, Panama, Ecuador and Guatemala has places at the bottom of table. It means that they are low in individualism, which can be said that they are highly collectivist countries. According to Elvira and Davilla (2005), companies in collectivist countries, they concern individual as well as family welfare and people have a sense of duty and loyalty for the company. Hofstede (1991) argued that there are strong relationship between high power and collectivism. Hofstede added that if people dependent on each other in the group, they usually dependent on power distance figures. However, Hofstede explained that there are exceptions, for instance, France, which has high power distance with strong individualism (Hofstede, 1991 cited in Brewster et al, 2007). Masculinity Masculinity is the opposite of femininity (Lucas et al., 2006). According to Brewster et al. (2007), masculinity measures the extent to which the dominant values are male, such as assertiveness, the acquisition of money and goods, and not caring for others. Elvira and Davilla (2005) also argued that these values are related to the social role of men overcome other values like life quality, human relations, service, caring for the weak and goals related with womens roles. According to Hofstedes masculinity ranking table (Hofstede, 1991 cited in Brewster et al., 2007), Latin American countries has a dispersed scale of highs and lows. Venezuela, Mexico and Colombia highly ranked in the table, which is in the top eleven, however, Costa Rica and Chile ranked nearly bottom of table while the others are placed in the middle of table. Great Britain also expressed moderate value in the table; ranked at the ninth, which can be said it is a bit highly masculinity culture. Policies and practices So far, discussion of the cultural differences between home and overseas operations has been made. Theories and analyses of cultures and cultural differences are clearly studied and it will lead to help on developing the companys policies and practices in Latin America. However, in advance, defining and studying of the general policies and practices in Latin America will make this development further forward. Elvira and Davilla (2005) argued, at present, human resource management policies and practices in Latin America are mostly influenced by dominant global theories or imported practices from foreign countries. In result, these imported policies and practices are often cause failure when they implementing on their original plan. Montano (1991) also argued that these policies and practices would not fit to the general Latin American workers (Montano, 1991 cited in Elvira and Davilla, 2005) Another trends in Latin American countries are, that there are strict manufacturing processes and management control systems that stop workers development by reducing their decision making rights. In addition, there is an informal structure that symbolically compensate is going on for the impersonality of firm bureaucracies (Elvira and Davilla, 2005). Montano argued that theories are not needed to control the Latin American workers, while informal structure exist, Latin American companies will staying at the market (Montano, 1991 cited in Elvira and Davilla, 2005). Recruiting, staffing promotion In Latin America countries, recruiting is normally based on personality characters and physical characteristics (Elvira and Davilla, 2005). Abarca et al. (1998) highlighted, in Chilean companies, it is crucial that they primarily consider the physical characteristics such as appearance, age, and gender for selecting managerial staffs. In addition, it is vital to have good relationship with rich families, colleagues, or geographical bonds because it is most effective way to be promoted in the company hierarchies rather than their talent and ability (Abarca et al., 1998 cited in Elvira and Davilla, 2005). Husted and Serrano (2002) also argued that many companies in Latin America have been run as family business for several generations (Husted and Serrano, 2002 cited in Elvira and Davilla, 2005). In result, labour markets are small in Latin American countries and it means that people finds difficult to find jobs. As mentioned earlier in the precious section, about the Masculinity, quite many Latin American countries seem as high masculinity society and this fact is partially supported by Elvira and Davilla (2005) as they mentioned that women in Latin American countries are mainly works in manufacturing sector rather than authority positions because of few reasons and the one is companies in Latin America has negative attitude toward women in authority roles. Reward recognition It is crucial to develop motivation schemes for workers in the company to utilise their ability well. Before actually build the motivation scheme, it is important to consider the meaning of work for them. According to Elvira and Davilla (2005), in Latin America, family is central in workers lives. Generally, important aim for work is seen as to provide high life quality for the workers family. For this reason, companies in Latin America try to provide support and benefirs for workers family. According to Elvira and Davilla (2005), companies in Latin America provide health care, scholarships, support for purchasing education materials, and mortgage credit. Due to a family-oriented culture in Latin America, companies are never giving up thinking motivation schemes for workers as well as families. Elvira and Davilla (2005) also mentioned that many companies in Latin America hold many family events such as yearly family-day visits to the company, organise picnics, many different parties for the family, celebrate Mothers Day and Childrens Day, and offering some training courses as well. Training development Wilkens and Pawlowsky (1997) reported that 90 percent of the workers in an assembly plant in Mexico were unskilled or at most semi-technically skilled. This is due to lack of investment on training programmes by companies (Wilkens and Pawlowsky, 1997 cited in Elvira and Davilla, 2005). Chantell et al. (1999) and Lawrence and Lewis (1993) also argued that it is serious problem for Mexican workers that they have shortage of knowledge, education, and analytical and communication skills. Because this shortage delays the functioning of management practices, for instance, Just-In-Time production systems (Chantell et al., 1999 and Lawrence and Lewis, 1993 cited in Elvira and Davilla, 2005) The companies consider training the workers in modern management practices, however, they know that not all practices would match which local characteristics and some might be refused by workers or could be modified according to the Latin Americans style and experience (Chantell et al., 1999 and Sargent and Mattews, 1998 cited in Elvira and Davilla, 2005). Peterson et al. (2003) found the good example of training that US subsidiary taught Mexican employee to express their opinion at the company because they use to have fear of being sanctioned (Peterson et al., 2003 cited in Elvira and Davilla, 2005). Relations communications The information or communications flows mostly from top to bottom, as there are hierarchy and vertical structures at the companies in Latin America. There are often communication barriers exists for managers as Latin American managers prefer and favoured centralisation preferences (Wilkens and Pawlowsky, 1997 cited in Elvira and Davilla, 2005). The companies in Latin America, they consider personal contact vey seriously as they importantly consider the harmony and good labour climate. Elvira and Davilla (2005) argued, Social interaction and friendship are important conditions for good and stable labour relations here. Thus, someone who is courtesy and diplomacy can be highly valued. Conclusion To develop the human resource management policies and practices, it is crucial that we clearly define the cultures of the home and subsidiary countries as well as cultures of the company. Defining is not just enough to be success. The company needs to find out best matches of policies and practices for both subsidiary and company itself. In other word, we need the policies and practice, which can make both subsidiary and company in home country happy about it. There are often big difference between national cultures and company cultures. It is not great idea company to push their subsidiary to adapt original company culture and also conversely, it is also not great idea company to adapt whole culture of the subsidiary country. The headquarter might seriously consider the various different types of approaches that it mentioned earlier in this paper such as ethnocentric, polycentric, geocentric, or regiocentric. Based on research, company could decide which approach is the best answer for them. The best-known culture of Latin America is the paternalism management, in other word, family style of management. Each members of company are dependent on each other, cares each other and they higher valued for group loyalty. This is what we dont have in the home country in Great Britain. The company can utilise this advantage culture with what they are good at. However, company also need carefully consider about employees priorities such as family-oriented living or religiosity. It might be a too obvious suggestions, however, it is crucial to clarify what is good about Latin American culture and also same for companys culture and should be well mixed them to make synergy effect. There is no one best answer, however, at least this study found reasonably good answer based upon research and analysis. Human Resource Management Strategies Human Resource Management Strategies It is very difficult to define Human Management Resources. This term basically work with in two different approach. It is used to explain the body of management movements covered in books as a one way and other way it is a term equally and extensively used to contribute meticulous loom to the managing persons which is obviously diverse from the first aspect i.e. of personnel management. Armstrong, 2007 Aims of HRM: The main and the primary aim of the human resource management is to achieve the sucsess in organization by the pople. According to Ulrich and Lake (1990), HRM systems can be the roots of organizational potentialities that allow firm to learn and capitalize on new chances. Armstrong, 2007 Introduction How well did your manager manage your stress? The basic and the important task of the Human Resource Management is to manage the employees and get the work done properly by satisfying the employees by giving them bonus or some kind of awards if they are working good for the company and in short we can say that company should give rewards to the employees which are working hard and should give something in returns to the employees so they will be more interested in the working of the company. Basically the topic says that how manager manage your stress. That clearly means that manager is the person who is answerable to the head persons for the work and task been performed. Thus manager is the person who will manage everything and make sure that the work is been done on time and with the perfection. Thus manager manage stress by giving him/her extra complements about the work and will give a good feedback to the head persons which will give rise to the extra bonus and rewards to the particular person. Atkinson, William. Electric Light Power, Vol. 82. Zofi, Yael Sara, For the Continuing Care Professional, Vol. 58 Ross, Judith A., Harvard Management Update, Apr2009. Specific HR Strategies: The specific HR strategies set out what the organization intends to do in areas such as: Continuous improvement Providing for continuous and focused incremental innovation sustained over a period of time. Talent management How exactly the firm intends to win the war of talent. Resourcing Retaining and attracting high-quality people. Knowledge management Capturing, creating, sharing, acquiring and using instruction to improve the performance and learning. Reward There should be a perfect goal of the organization that what organization need to do in the longterm implement and develop the reward policies, processes and practices will help the further accomplishments of the business objectives and needs of stakeholders. Learning and developing The employees should be encouraged to develop and learn by providing them such an environment. Employee relations Determine the aim of the organization about the basic requirement that they want to achieve i.e. which they want to get it done and what are the needs that are to be distorted in the traditions in which the business runs its connection with employees and their trade unions. Susman. Broker Magazine, Jun/Jul2004. Miller, Jeffrey. Insurance Advocate, 3/10/2008. Lacey, Holda. Travel Trade Gazette UK Ireland, 6/10/2005. Bolton, Brian. Personnel Psychology, Spring80, Vol. 33. Let us take an example to understand it more clearly; here we will focus on the current stress management system employed by KFC and its analysis. KFC hasnt employed any particular system to monitor stresses of their employees but they are compliant to the local labor and health safety law. This permits them to discount their stress management system. As compliance with those laws make them to stop doing any unethical and unlawful activities. There are other issues which are also related to stress management this things are not part of any law but these are the management practice by the KFC authority. These are presented below: Employees are allowed to take leave in case of stress related physical disorders and this leave are on payment. In case of burglary or something unwanted on the work place which can cause stress on their employees mind they send them to leave on  payment. They solve other minor stress related issues by counseling the problem and supporting morally or physically whichever is needed or both (varies to demand of the situation). As these topics indicate that they are protected by the law mentions above which gives a substantial protection against stress. And this also allows KFC to maintain good level of satisfaction. In spite of not having a proper stress management system but complying with these laws control the stress at workplaces. How well did your manager manage your stress? The manager is a person in the job unit who takes all my stress away as when I have a stress of going college he is the person who manages my job properly and give me an alternative way. The manager is a person whom you can directly approach and who is answerable to the employees and the head authorities as well. Manager at the market place has all the authority to do but he always does the thing which will give the maximum benefit to the company and will give up maximum to the organization as if organization gets good profit than obviously that manager will get a reward out of it and will probably get a promotion as well. The manager is a person who manages the employees stress at the work place as well. There are so many kind of stress seen at the work place like too much work, sometimes have to work overtime, sometime the target is very high to achieve. Thus this are the ways to be taken into consideration by the manager at the workplace as the manager wants to decrease the stress of the employee on the workplace. The stress is reduced by the manager to get the accuracy in the work and to get the things done with perfection. The stress on the employee makes the employee to work less and because of this the work done will never be perfect because while doing the work attention is very necessary to be kept in doing things properly. The manager manage the stress and give bonus or rewards to the employees at times so that the employees are happy and do the work with which the company gets the best work done and because of that again the employees will be eligible to get the bonus out of it. Stress is the most common word in todays life as plenty of people like us great effort at get their work life balanced. This is a so called fact that stress has sometimes a contrary effect on the employees commitment to work, staff turnover, staff work and productivity, attendance levels, as well as on customer satisfaction and organizational image and reputation. Managers job is to manage the things going in the business and manage the whole staff and also supervise the whole floor to get the perfect accuracy in work. The people are sometime told to work more to get the work done but due to that also the employee feel stressed because of the hard professional life so this is to be taken into control to avoid the problems taking place in the future in the business unit. Middleton, Gemma. Accountancy Ireland, Apr2008. Donaldson-Feilder, Emma, Strategic HR Review, 2008. Noer, David. BusinessWeek Online, 7/27/2009. Urwin, Tony. Occupational Health, Aug2006. Guld, Michael. Supervision, Oct2008. Some of the present information about KFC regarding Stress Management is as follows: There are stressors which are common in nature as other organizations. These stressors mainly transfuse the stress into the employees of KFC. Among those stressors some of them very highly influence some varies from moderate to low degree influence. Other insignificant stressors are not considered for the simplicity if the model. There are also existing relations between the stressors which increase the complexity of the model. As task demand highly influence the role demand of a job and both of them are a stressor of KFC so this interdependence also plays a great role in determining the stress. Level of Stress: a) High High level of stress has been created by the task demand, temperature of the kitchen and nationality. It is seen in the survey that all the respondents give emphasis on the task demand as it puts a lot of pressure on them. Temperature is an issue when it is a rush time and kitchen are very busy at that time some of employees feel stress working in the kitchen and nationality plays a part as many of the migrant people work in KFC and in this study 2 of them are surveyed and it is found that there tolerance level to bear the stress is quite low than the British employees. b) Moderate Among Moderate level of influencer role demand space and sex of the employees are prominent. As role demand can create confusion which leads to the work place stress it is marked as moderate level of stressors for KFCs case and outcome of the survey and observation also supports this classification. Sex has been classified as moderate level of stressors as it is seen that male employees are more vulnerable to stress than the female employees. And also space is a factor which can create stress employees can feel suffocating working in a congested space. c) Low Noise and age are the two low level stressors. Age is an issue which can influence the level of stress in KFCs work place. Employees with lesser age like teen feel much stress than middle aged employees. And noise plays a very little role in altering the level of stress at existing workplace. Conclusion: From the above all discussion we can clearly conclude that there are basically four aspect of four kinds of stress that is to be controlled by the manager at the work place when the employees are stressed by work, mentally, physically, behavioral and cognitive. The stress is to be control to keep the business running smooth and perfect. Thus in short we can say that the stress factor is always to be kept in control by the manager for the smooth working of the organisation and the employees should have the bonus and rewards at times so that the employees remains stress free while working and do the maximum they can do. Thus this are all the aspect which is been controlled by the manager on the work place and keep the business running smoothly and accurately as well. Task 3 Introduction Defination of HR Scorecard: The measurement tool of measuring the performance and the offering of the human resource management practices to the financial performance of the organization is known as HR Scorecard. Bryan E. Becker Mark A. was the developer of HR Scorecard, which was presented in the books by Huselid and Dave Ulrich. The HR Scorecard basically keeps a eye on the human resource management practices as a strategic asset and provides a perfect road map of six steps which is designed to help the organizations integrate human resource systems with organizational strategy. Becker, Huselid and Ulrich, 2001. Rhodes, Jo; Walsh, Paul, International Journal of Human Resource Management, Jun2008. The 7 Stages in using HR Scorecard approach: There are basically seven steps which covers the HR Scorecard approach to get the strategic results oriented in the HR Systems. Defining the Business Strategy: The HR system starts from the basic decision called the business strategy, which will figure out the business plans of the business unit according to which the business is going to run and in accordance to which the task will be taking place. Outline the Companys Value Chain: To calculate the Value chain of the company and to achieve the business goals of the company the business should be basically engaged in certain strategically required activities. To achieve the goals and everything which is been decided by the business to achieve can be very much useful with the value chain analysis. Identifying the Strategically required Organizational Outcomes: There are strategic goals that are to be achieved by any of the organization and to identify the strategic goals perfectly and go accordingly is the organizational outcomes. Every company must produce critical, strategically relevant outcomes if it is to achieve its strategy. Identifying the required workforce competencies and behaviors: There are some of the HR experts, who refer to the required, and the necessary workforce competencies and behaviors like these as HR deliverables. The behaviors and the competencies such as working proactively, courteous behavior, personal accountability, commitment and motivation produce strategically relevant organizational outcomes, and thereby drive organizational performance. Identify the Strategically relevant HR Systems Policies: If it comes to the mind of the HR manager and he/she knows that how actually what is required from the employees competencies and the behaviors are than he or she can turn to the task of identifying the HR activities and policies that will help to produce tese competencies and behaviors. Design the HR Scorecard Measurement system: After getting the outcomes from the strategic role done and after completion of the final strategically required organizational outcomes and the employee competencies and behaviors, and specific HR system policies and activities the question is how exactly we should measure them all. And thus for this reason the HR scorecard is proved to be very crucial in this kind of measurement process. Periodically Evaluate the Measurement System: There are no such assumptions which should take place like the HR Scorecards diffirent propotion and attachment will always stay the same. In fact reducing grievances is not having the assumed affect on raising morale. Desseler, 2005. Walker, Garrett, Human Resource Management, Winter2001 Hagood, Wesley O., Public Personnel Management, Winter2002 Becker, Ulrich, Dave. Harvard Business School Press Books, Jan2001 Human Resources Department Management Report, Jan2003. Benefits of HR Scorecard: Basically in the construction taking place for HR Scorecard, avoid the temptation to merely fill in the boxes. The key questions for this are like what would you like this tool to do for you? Or, in another way we can say like how would you like managers outside of HR to think about your measures? Thus we believe that the scorecard will offer the following benefits: It reinforces the refinemnt between the HR deliverables and the HR doables. The deliverables which influences the strategy implementation and the doables which does not. It enables you to create value and control costs. The work of HR is always to keep a cost under control and at the same time serving in the strategic role means that HR must also create the value. Thus the HR scorecard is usefull to human resource managers to efficient balance those two goals. It assesses HRs contribution to strategy implementation and, ultimately, to the bottom line. The performance which is measured should be provided to the Chief HR Officer with the answer of the questions. The HRs contribution in the firms performance is the cumulative effect of the scorecards HR deliverable measure should provide that answer. It lets HR professionals effectively manage their strategic responsibilities. The HR Scorecard clearly gives the full view of the performance to the HR managers and with this they can focus that how exactly their decision affect to the successful implementation of the firms strategy. It encourages flexibility and change. The basic problem of the performance measurement is that they become institutionalized and actually inhibit change. In fact one criticism of management by measurement is that people become skilled at achieving the required numbers in the old system and are reluctant to change their management approach when shifting conditions demand it. Becker, Brian E, Richard W., Harvard Business School Press Books, Jan 01, 2005. Ulrich, Dave. Human Resource Management, Fall97. Singh, Kuldeep. IIMB Management Review (Indian Institute of Management Bangalore), Jun2005. Here, we will take an example of Tesco; we will see how the Tesco is following the various strategies to sustain its employees as well as the customers. Let us see the activity plans in Tesco; Provides tools for highly structured monitoring and evaluation of training development: Specific define actually what needs to do. Measurable has a object that can be measured contrary. Achievable is possible within the trainees current role, skills and experience. Realistic is achievable within the time and resources available. Time framed has a clear deadline. Tesco also uses a method 360-degree appraisal. All stake holders have contact with the employee, assess the persons performance and give feedback. For e.g.: a store departmental manager may get feedback from their manager, other dept managers, the HR department and their team. Helps to identify areas that may require further development. Tesco does casuall approach asking the employees to write down: 3 things that they are good   3 things where they could do better. Managers and trainees hold: Formal four weekly review sessions. A weekly informal review session. Conclusion: The HR scorecard has particularly seven stages and in which all the HR scorecard is maintained from the planning stage till the final sales. The HR scorecard is very necessary to get the exact figure and to get the exact outcome of the business unit. It gives the clear picture of the business and from which the HR manager can see that how accurately the business is going and find out all the details out of that. The scorecard maintained does not carry the exact outcomes but it gives the relevant outcome with which the HR manager can know that how the business in running and what need the changes and about the perfection of the business and the performance of the different employees as well. The employees contribution is also recorded in the HR Scorecard. HR scorecard gives the details of the employees in detail about their progress and their work efficiency and also how much they are been paid. Thus in short we can say that the HR Scorecard gives the every important detail about the employees of the company and also gives up the progress and the contribution of the employees.

Challenges Faced when Grandparents Raise Grandchildren Essay

There has been a drastic increase in recent years of grandparents raising their grandchildren. Statistics have shown that between 1970 and 2000, the number of grandchildren being raised in a grandparent-headed household has actually doubled from 2.2 million to 4.4 million (Hayslip & Glover, 2009). Research has also shown that more than half of of these children are under the age of six (Brintnall-Peterson, et. al., 2009). New Mexico ranks sixth in the nation for the number of grandchildren living in grandparent-headed households (Goodman & Rao, 2007). A substantial amount of research has been done in the last decade to explore the effects, both negative and positive, that this increasing trend has had on grandparents and their grandchildren. There are many reasons why grandchildren live with their grandparents. Reasons include parent’s incarceration, drug abuse, death or divorce, unemployment, mental illness, abuse or neglect, child abandonment, or even deployment (Goodman & Rao, 2007; Bunch et al., 2007). Goodman and Rao (2007) list three different types of caregiving roles for grandparents: transitional, custodial, and co-parenting. In the transitional role, parents are away temporarily and are expected to return after a brief period of time (after incarceration or deployment, for example). Custodial grandparents assume responsibility when a parent dies or is deemed unable to care for the child. Co-parenting grandparents are residing with the child and a parent due to financial hardship or other reasons. These grandparents share the responsibilities of raising the children with the parents. For the purpose of this paper, information focuses on transitional and custodial grandparents and the effects that this rol e has on their financial, physical, social, and emotional well being. Financial Challenges When a child comes into any home, even in the best of circumstances, there are financial ramifications. This is especially true for grandparents who assume custody of their grandchildren. Even when grandparents feel positively about taking on the custodial role, they report substantial financial hardship and loss of financial freedom (Hayslip & Glover, 2009). In many cases, the dreams and plans for retirement are postponed to meet these financial challenges (Bunch et al., 2007). Additionally, grandparents often draw on savings and retirement funds to make ends meet. One grandmother in Dunne and Kettler’s (2008) study explained that she had spent thousands and thousands of dollars out of her retirement fund to support her granddaughter. Her son made no effort to help financially. There are also legal ramifications that come with assuming custody of a grandchild. Sometimes the grandparent does not have legal custody of the child, making it difficult to get educational, medical, and financial help without first hiring an attorney. Without documented legal custody, frustration increases when enrolling children in school, daycare, or when seeking medical and dental care (Bunch et al., 2007). Physical Challenges Current research has shown that grandparents that raise grandchildren experience lower physical health than their non-custodial peers (Kelch-Oliver, 2011; Brintnall-Peterson et al., 2009) due to higher levels of emotional stress (Lumpkin, 2008). In Bunch, Eastman, and Moore’s (2007) study, the research showed that grandparents can feel overwhelmed with addressing their own physical and emotional needs. This is due, in part, to parenting with pre-existing health challenges. However, the research also found that many grandparents report deteriorating health because it becomes difficult to interrupt their new responsibilities to seek healthcare for themselves. Furthermore, this same study conducted a questionnaire for grandparents that addressed health concerns. Out of 23 custodial grandparents, none of them listed their health as â€Å"very good.† In another study, the researchers found that grandmothers tend to downplay health issues, but that the phy sical stresses of their new responsibilities often resulted in an increase in insomnia, hypertension, alcohol consumption, and smoking (Erbert & Aleman, 2008). Physical health seems to be a recurring theme in the studies involving grandparents that are raising their grandchildren. Most of the research found a negative impact on health when assuming responsibility and custody of grandchildren. This presents other difficulties as well. In Goodman and Rao’s (2007) study, they interviewed many grandparents and grandchildren that expressed fear surrounding the grandparent’s mortality. The grandmothers were worried about what would happen to the grandchildren if their health continued to deteriorate. In another study, the grandchildren expressed extreme concern about losing their grandparent (Erbert & Aleman, 2008). Social Challenges Social ramifications of grandparents raising grandchildren can be very difficult for both the grandparent and the grandchild. While non-custodial peers are in the best position to provide needed support to custodial grandparents, grandparents often feel socially isolated as they raise their grandchildren. Hayslip and Glover (2009) conducted a study specifically examining the social challenges of custodial grandparents. The grandparents in this study described a lack of validation by society that resulted when others around them did not acknowledge their sense of loss or provide empathy and support for their situation. The custodial grandparents often made comparisons of themselves to non-custodial grandparents and expressed a sadness in the loss of a more traditional grandparent role. This feeling seemed to cause some grandparents to further isolate themselves from their peers and to be less likely to seek support for themselves. Interestingly, the study did not stop with the custodial grandparents and their feelings. The researchers also interviewed non-custodial grandparents and their perceptions of their custodial peers. The peers were given sample scenarios and discussed their impressions in a packet, which they then mailed back to the researchers. The findings indicated that the custodial grandparent’s concerns regarding a lack of support and empathy from others may not be completely accurate. Their peers seemed to be more sensitive to their loss than the custodial grandparent had perceived. There was a high level of empathy for most of the circumstances outlined in the study (Hayslip & Glover, 2009). One major factor of social isolation for both grandparents and grandchildren appears to be social stigmas attached to the reasons of the custody circumstances (Goodman & Rao, 2007; Dunne & Kettler, 2008). There is often a high level of shame associated with situations involving substance abuse, incarceration, or child abuse. Changes in custodial arrangements can present social challenges for children as well. When moving in with grandparents, children face the loss of friends, schools, and other family support (Dunne & Kettler, 2008). Social losses can create stress in other areas, leading to behavioral problems and emotional challenges. Emotional Challenges Stigmas and shame related to the reason of assumption of the custodial role can cause substantial emotional and psychological challenges for the grandparent. Hayslip and Glover (2009) state, â€Å"grandparents may also experience loss that comes from a sense of failure resulting from social stigma associated with behaviors of their adult child which resulted in the need to care for a grandchild.† This study also recognizes that custodial grandparents often, but not always, experience a decrease in general life satisfaction. Another study found that depression, stress, and anxiety are significantly higher in grandparents who are raising their grandchildren (Dunne & Kettler, 2008). These findings were particularly notable when dealing with the behavioral challenges of granddaughters and the emotional concerns for grandsons. The emotional well-being of the custodial grandparents is directly related to their ability to cope with the stress of their situation. Since coping refers to an individual’s capability to manage the demands of an environment, coping skills are crucial for the emotional well being in a home with high-stress circumstances (Lumpkin, 2008). Coping with stress can often be more challenging when the grandparent is caregiving in the shadow of losing their own child. This can cause an overwhelming sense of loss and stress as they deal with their own emotional needs in addition to the needs of their grandchild (Bunch et al., 2007). Further stress can occur in the grandparents’ marriage after assuming the role of caregiver to their grandchildren. In a study with 23 grandmothers, every one of them reported a negative impact on the relationship with their partner (Bunch et al., 2007). Reasons included having less privacy, less time, disagreements about child rearing decisions, and drastic changes in leisure time. These grandmothers also reported lower levels of satisfaction with themselves as parents when compared to parents in the general population, further adding to emotional challenges. Behavioral Challenges Many children living with their grandparents exhibit behavioral problems, often due to disrupted family relationships (Brintnall-Peterson et al., 2009). Before coming to live with their grandparents, the grandchildren may have experienced high levels of trauma and family dysfunction, leading to abandonment issues (Kelch-Oliver, 2011). Brintnall-Peterson and colleagues (2009) put together a web-based fact sheet series to help grandparents that are raising grandchildren with these issues. These researchers argue that there are many resources focused on helping grandparents with legal, school, health, and economic issues but there is a drastic shortage of resources for developmental and relationship challenges. They created a fact sheet series entitled â€Å"Through the Eyes of a Child: Grandparents Raising Grandchildren.† This fact sheet offers easy to read, academically useful, and low cost education about behavioral and relational issues for children who are living with a grandparent. The fact sheet focuses on attachment theory to address â€Å"interactions among behavioral, cognitive, emotional, interpersonal, and social-contextual dynamics in relationships rather than focusing on any one of these domains.† These researchers believe that attachment theory is particularly helpful when addressing thes e children because of the parental deprivation, trauma, and loss of development that has already had an effect on the child’s life. This approach also emphasizes the importance of sensitive and responsive caregiving to improve the child’s relationships, especially with the custodial grandparent. Since children that are living with their grandparents are often struggling in school or experiencing anger and depression, it is critical that custodial grandparents seek help in constructive discipline. Clear rules and boundaries can also provide a sense of security for children that are confused and overwhelmed (Erbert & Aleman, 2008). Benefits of Grandparent-Headed Households Although raising grandchildren provides many challenges and concerns for custodial grandparents, many grandparents express joy and optimism while raising their grandchildren. Some reported greater feelings of self-esteem and grandmothers expressed a feeling of relief that they no longer had to worry about their grandchildren’s safety once they were no longer in the care of neglectful or abusive parents (Goodman & Rao, 2007). Grandparents also expressed contentment and purpose in their lives, especially when it came to the protection of their grandchildren (Erbert & Aleman, 2008). One grandmother said that she could not imagine her life without her granddaughter in her home and that if her biological mother showed up, she would fight to protect her and not let her go. Another grandmother voiced her commitment to determine herself whether her daughter was well enough to resume custody or visitation. Grandchildren also experience positive effects when living with their grandparents. One study showed that children living with their grandparent experience less trauma than if they were with a non-relative because of the increased sense of family support (Goodman & Rao, 2007). Perhaps the most compelling argument for the benefits of grandparent-headed households is the findings that grandchildren often begin to achieve their potential in school, sports, music, or art once they feel safe and stable (Dunne & Kettler, 2008). Grandparents expressed a deep sense of pride in their grandchildren, and themselves, during interviews with Dunne and Kettler (2008). Conclusion Present research indicates that are there are many challenges when it comes to grandparents raising their grandchildren. Although there can be financial, physical, social, and emotional repercussions for grandparents and their grandchildren, sometimes it is the best option in an otherwise impossible situation. Research shows that children appear relatively well adjusted and happy living with their grandparents (Kelch-Oliver, 2011). Since it is apparent that the numbers of custodial grandparent households will continue to rise (Goodman & Rao, 2007), ongoing support is critical for grandparents. Social and emotional support is invaluable and grandparents should seek out support groups to help them feel less alone in raising their grandchildren. Education about various parenting approaches is also beneficial. Better access to educational resources would help provide clearer direction when it comes to behavioral and emotional challenges that grandchildren face. If the grandparent feels better equipped, it would drastically improve overall feelings of contentment in both the grandparent and their grandchildren.

Professionals Paid To Much

Ever since contracts began in professional sports the price of athletes has continued to rise. So why are athletes worth so much? And where does all the money come from? It is all about the revenue, a team’srevenue determines how much they can pay their players. Athletes deserve their pay because they aresome of the hardest working people and are the cornerstone of a business that makes billions of dollars. ` ` Athletes are some of the highest people not only in the United States but possibly in the world. But it hasn’t always been that way.When contracts in professional sports first began athletes were barely making enough to pay for their meals. They were paid in the area of twenty dollars a week. Even though that was in the early 1900’s it still wasn’t much. And ever since the sports entertainment industry became popular around that time period salaries skyrocketed. For example, in the 1920’s legendary baseball player Babe Ruth earned more in one year than the president of the U. S. at the time. Since then athletes have been taking the money and running with it. ` ` Athletes are paid so much because they are the focal point of these multi-billion dollar industries.Their success determines the success of the wholeteam’sfranchise, and if the team doesn’t have any success they’ll be no money for anyone to make. Although it may not seem like it, professional athletes are some of the hardest working people around, not only physically but mentally as well. They put their bodies through vigorous training and deserve every penny they earn. Although anathlete’sseason is only a couple of months out of the year, they don’t just start getting ready a couple of weeks before the start of the season. They train year round to keep their bodies in shape. They work six to seven days a week for up to fifteen hours a day.Vacations are rare; they don’t get much time off, and they are always in the publi c eye, which can be quite stressful. They maintain their bodies so that they are able to compete at the highest level possible. They do this to ensure that when game time comes they are physically able to perform for the fans, which is their main goal besides winning, to keep ratings high and maintain their high priced salaries without question. ` ` Teams can afford to pay their players so much because the sports industry is a 90 billion dollar industry and athlete’s incomes are only five percent of that.This is so because as each team gains more and more success the value of that team goes up and when the team’s value is up, they attract more media attention which results in more fans. More fans means more money spent on tickets, team apparel, and concessions during the game. Sports are a form of entertainment, and when people are entertained they continue to be interested, and show their support by attending games or watching them on television or listening by radio: ` The beauty of it is that the service of sports can be consumed by more than one individual per unit time.Think about it, a stadium of people watching A-Rod consumes his service at the same time, which means his service is available to thousands of people in unison. Factor in television and you’ve got a service available to millions of people all at once (Reece). This is relevant becauseunlike athletes most jobs do not provide a service to millions of people so their not going to be paid as if they are. And since a team can provide a service to so many people they can pay their players as much as possible.` Unfortunately, sometimes teams do not always have the success they want from their players, and have to search for new ones to get the job done. So what can teams do to make them selves more likely to win? â€Å"Perhaps the primary way is to employbetter player talent† (Doc). Having better players improves your chances of winning, and winning leads to larger team r evenue, sothat better players can continue to be signed making the team much better. ` ` The effects of paying athletes too much can become an issue because athletes are realizing that they can earn more money than they ever thought could.Each time a player’scontract is up, they are either traded, released or renegotiate a new contract. Most of the time during negotiations athletes will demand more money than the team is willing to pay, because they know if they stick to what they want they will eventually get it. Players will go to extreme measures to obtain a sizeable contract, to the extent that they will holdout. Meaning they separate themselves from the team. Causing them to miss mandatory meetings, practices, and team functions, which are critical to a team’s success.Some holdouts even go into the sports season, causing them to miss games, all which the player is fined thousand of dollars for. When it goes as far as that, some players will start to criticize the team’s management in the media causing even more of a problem. These holdouts cause friction with team management, coaches, player’s and affect the team directly. This is why some believe that athletes are spoiled and undeserving of the money their paidand should not be looked up to. Anderson says that, â€Å"The off fieldbehavior of many athletes allegedly demonstrates that we should not be paying great sums of money to people who are not proper rolemodels for our children†. Anderson is one of many who feel that way about athletes, and will not be the last person to address the subject. ` Yes, professional athletes and actors are paid to much. Professional athletes and actors get paid a substantial amount of money for one game, or movie. While our men and women in the United States Military are struggling to feed their families.It is a sad commentary on our societal values that these entertainers are taking in seven million dollars a years or more. While teache rs, police officers, and firefighters make less than one percent of the income of some athletes and actors. Even if an athlete or actor is having a bad seaon they still recieve there contract ensured pay. Although some people would say, â€Å"There is a long and tough way towards becoming a great and the famous sports star or movie star. It not only requires persistent efforts but also talent. Few people on this field could accomplish great things like them.As a reward, they deserve a higher compensation. † On other hand, a Staff Sergeant (E6) in the United states Army makes an average of $28,285 a year. These are men and women on the front line difending our Country. They are not acting on a telivision show or playing a game. Professional athletes and actors should not be paid more than our men and women who fight for our Country. If a soldiers gets hurt his or her's pay is almost cut in half. If a professional athlete gets hurt they are still paid an overly substantial amou nt of money.When an actor gets sicks they will put the film they are making on hold. While the actor still is getting paid millions of dollars. The work professional athletes and actors do may be hard, but just for our entertainment it is not worth the price they a paid. The amount of money they make every year is ridiculous. Our soldiers do not get paid half of what an actor or a profession athlete do. In conclusion yes professional athletes and actors are paid to much. Now ill tell you why they should be payed so much. movie and sports stars certainly are under a great deal of pressure.The first pressure is that they are always at risk of injuries and also accidents. movie studios and sports teams get a large amount of money from their stars’s work. Filmmakers get money from the sale of movie tickets, while spectators have to pay money to watch a sports match. In fact, there is a high difference between the revenue of producer and the money that actors are paid. For example , Mission Impossible 4, a movie released in 2011, had grossed nearly $700,000,000 worldwide (Box Office Mojo Online). However, the main actor – Tom Cruise was paid only $12,000,000 (Statistic Brain Online, 2012).Not only that but also the star’s trademark brings a great deal of value to sponsors. Some stars become advertising tools of their teams or their companies, whereas some others share their royalty images with the owners. An example is that Cristiano Ronaldo, a soccer star, who gets $30 million each year in various endorsements, has to agree to a 6:4 split of this money with his club – Real Madrid (Jamie Sanderson, 2012). Therefore, if movie and sports stars thrust a lot of money on their managements, it will be not fair if they get paid less.

The New York Times By Steven Greenhouse Spreads Light On...

America is based on the belief that all men are created equal in the eyes of god, and therefore will be seen and treated as such. However, what our founding fathers had planned for our great country and its citizens is far from the reality that many live in. The American mindset towards immigrants and those who are ethnically diverse has become increasingly prejudiced and fabricated. Our fear of terror and economic loss has engulfed the masses in a panic induced mania, that resulted in the bigotry and unfair treatment of people all over the country. Ignorant of the fact that their parents, grandparents, and past generations alike are foreign to the land they live in and were immigrants to America themselves. When in fact according to†¦show more content†¦Along with this after filing a complaint against his racially biased coworkers, he was dismissed from his duties. Amplifying the rampant inequality in the workplace. Creating fear in the workplace is harmful not only to the individual, but also to the economy. Many people fear that an influx of illegal immigrants will eliminate their jobs as they would be paid less, and also wouldn t pay taxes due to their alien status. However, according to an article by whitehouse.gov immigraton is actually a way to increase American jobs, the GDP, the economy, and decrease the deficit. As America attracts people from all around the world looking to get an education and do their best in life, a study done by the white house found that â€Å"over 70% of foreign graduate students were studying science, technology, engineering, or math†. However they often become illegal aliens once their visas run out. This stops these graduates from opening businesses, creating jobs, and keeps the skilled workers from aiding America in the competitive world that is today. Among Americans there has been an increasing concern about immigrants and the threats they may pose. However, the feelings many Americans have are based off of stereotypes, and false facts,