Pros and Cons of a Dry Campus Essay Example

Upsides and downsides of a Dry Campus Paper Consistently, colleges consistently have a similar issue with respect to liquor. Understudies are continually getting in a tough situation for ownership or utilization. Here at Eastern Connecticut State University, the arrangement is a dry grounds. This implies liquor is totally disallowed nearby. There are numerous sentiments with regards to this decision, as there are additionally numerous advantages and disadvantages to it. One genius of having a dry grounds is that understudies can discover different occasions to go to. Eastern regularly offers different occasions where understudies can do and mingle, advancing a night without liquor. Understudies can likewise join clubs, intramurals, sports, and so on. These clubs and occasions offer a positive impact on the understudies by keeping them occupied. As indicated by a companion and understudy of the school, one occasion that the University of Maryland supports is the â€Å"Spring Party Challenge. † This is the place understudies are urged to set up the most ideal gathering without the accessibility of liquor. The champ of this occasion will get $300 and two other participants will get $100 each. Albeit Eastern doesn't offer an occasion this way, it has some good times activities like the month to month â€Å"Fridays After Dark† occasions or even free hotcakes on Thursday evenings supported by the Christian Fellowship gathering. We will compose a custom exposition test on Pros and Cons of a Dry Campus explicitly for you for just $16.38 $13.9/page Request now We will compose a custom paper test on Pros and Cons of a Dry Campus explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom paper test on Pros and Cons of a Dry Campus explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer Another master of having a dry grounds is for the school itself. Since the greater part the understudies at colleges are underage, having a dry grounds is a brilliant decision for schools. This is on the grounds that it makes them not obligated for any episodes that may happen to their understudies including liquor. With a composed archive, it’s somewhat hard to censure the school for whatever could occur. An issue including this is the measure of death of undergrads consistently. As indicated by Collegedrinkingprevention. rg, â€Å"1,825 undergrads between the ages of 18 and 24 kicked the bucket from liquor related unexpected wounds including engine vehicle crashes† (article checked on in 2010, year of measurement not accessible). The issue here is that by making a school a dry grounds, understudies are increasingly inclined to not drink on the properties, along these lines making it a more secure grounds. Then again, understudies will go out to drink, attempting to ab stain from getting reviewed. Understudies will drive off of grounds to head off to some place else, at that point driving back home thereafter. The issue with this that it will leave understudies abandoned or settling on helpless choices, especially without an assigned driver. From individual experience, I’ve gotten a ride from a companion who said he was â€Å"alright† to drive, just later discovering that he was â€Å"buzzed. † His thinking for electing to drive was that it was his vehicle and we expected to return to grounds. Once securely nearby, he conceded that he ought not have gotten in the driver's seat since he realized it was perilous. On the off chance that the grounds isn't dry, at that point understudies are bound to remain nearby to appreciate a couple of beverages, lessening the measure of alcoholic driving. Proceeding on cons, another explanation that understudies hate having a dry grounds is that they feel like they aren’t as free as they prefer to be. A ton of understudies decide to live nearby in light of the fact that they need to get away from their folks and carry on with life they way they picked. I feel that understudies ought to have the decision of drinking or not drinking, paying little mind to their age. I accept that it ought to be his/her decision concerning whether they need to go to class with a parting cerebral pain or in the event that they decide to accomplish something dumb while inebriated. These understudies are mature enough to settle on choices and they should comprehend what is good and bad. We are mature enough to battle for ourselves and to choose what we need to do with our lives. In the event that we decide to go through the entirety of our cash and skip classes the following day as a result of liquor, at that point so be it. We are settling on these decisions; in this way we ought to figure out how to live with the results. By and by, I feel that albeit every one of these passings and wounds that happen as a result of liquor, is really the individual. Indeed there are more liquor related occurrences for understudies, however that’s additionally in light of the fact that these understudies have no restraint and are not answerable for what they are doing. In any case, it’s not simply occurring in school. It’s happening all over the place, paying little mind to area. I do accept, notwithstanding, that understudies who are underage ought to get rebuffed when captured in light of the fact that they are overstepping a law, not only a standard. All in all, I am not totally sure whether it is smarter to have dry grounds. There are a great deal of cons yet there are additionally a ton of stars to it as well. I imagine that it relies upon the understudies and topography of the school.

Liability of Law Enforcement Officers WK7 Term Paper

Risk of Law Enforcement Officers WK7 - Term Paper Example In this way, the looter turns on his vehicle attempting to get away from a cop and the punishment which he needed to follow. Cop couldn't stop him, and he took a firearm and terminated. In that specific case, which is called ROCHELLE BROSSEAU v. KENNETH J. HAUGEN, looter sued the entertainer of Law. Decision was supportive of the cop. Additionally, the mother of three youngsters answered to police that her repelled spouse took kids, and that he has a controlling request on account of the use of power. Mother called a police for a few times and they were stating to quiet down and sit tight for him to return. Following a few hours mother went to the police headquarters, asserting that her children are still missing.Few momments later her better half, the announced one, came into a station and opened a shoot with his machine gun.Officers fired him down.In the rear of his truck they found a dead kids bodies.The mother recorded a claim against the city, its police and three officials that she was conversing with on the telephone; anyway the judgment was in support of themselves, and the entirety of the claims were protested. Cops have an extreme activity, even without pondering expected claims, which doesn't imply that the law can be placed into their own hands and to decipher it how they need. Police is demonstrated that the law in their grasp and nobody reviews that it isn't the Law who is working for them, yet they are working for the Law. Fundamental laws, for example, in the principal case, the Fourth Amendment infringement, they neither regard nor were rebuffed for it. Each man has option to state and do what he needs, if that isn't illegal. Each man has a privilege to be rebuffed for his wrong dids and to assume responsibility on any individual who is abusing his entitlement to live or communicate, in any capacity. Everybody reserve a privilege to have a reasonable preliminary, regardless of whether the examiner is tramp and the

Type 2 Diabetes In The Middle East Essay Example | Topics and Well Written Essays - 1250 words

Type 2 Diabetes In The Middle East - Essay Example WHO extends that the Middle East will represent the greatest ascent in the event of type 2 diabetes over the globe in 2030. UK’s clinical periodical â€Å"The Lancet† predicts that the populace with diabetes in this locale will arrive at 60 million of every 2030. The two projections are pretty much comparative however show the staggering result of across the board stationary ways of life and unfortunate weight control plans. As indicated by WHO, the greatest ascent in mortality from ceaseless ailments will occur in Africa and the Middle East. This prescient measurement is the result of a methodical examination of 24 investigations, which likewise demonstrated the pooled event of type 2 diabetes in the Middle East as 10.5%. All the more explicitly, over 1% of Iran’s urban populace beyond 20 2 2013 years old 2 diabetes in 2013 (Habibzadeh, 2012, p. 1).The most noteworthy effect of type 2 diabetes on Middle Eastern people group is their wellbeing speculations. Medic inal services costs are consistently ascending in the Middle East. The alliance as of late set use for battling the two kinds of diabetes to increment from the current $16.8 billion to $22 billion out of 2030 and $24.7 billion of every 2035 (Bell, 2013; Kerr, 2014). This expansion in medicinal services speculation is sufficient to bankrupt wellbeing businesses of littler UAE individuals and Middle Eastern nations. Interests in human services frameworks speak to a money related weight to the Middle East, which is a monetary effect. Another monetary weight brought about by type 2 diabetes is the loss of efficiency.

Islam and the Authority of Hadith free essay sample

This paper examines the Hadith in Islam and how this contemporary pattern is gradually getting increasingly well known among various Muslim factions. This paper looks at the job of Hadith, customs about Muhammad, in Islam. It explains the purposes behind the significance of such customs to Sunni Muslims and takes a gander at one of the most enthusiastic and conceivably freeing patterns in contemporary Islam, the total dismissal of the strict estimation of Hadith. The principal risky component of hadith writing is definitely its easygoing, narrative nature. The hadith assortments join a huge volume of material about the Prophet which changes from stories which are respected even by most present day mainstream students of history as very likely true down to those which are viewed as profoundly unrealistic. Albeit Islamic researchers before long built up a study of hadith (riwayat) which appears to be excellent in contrast with the theory which encompasses banter about the realness of customs concerning Christ, the reality remains that the surviving hadith assortments date from a period as late as about a fourth of a thousand years after Muhammed supposedly kicked the bucket. We will compose a custom exposition test on Islam and the Authority of Hadith or then again any comparative theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page (I state supposedly in light of the fact that it is from the hadith writing itself that the Prophets life dates are resolved.)

Philadelphia Art Museum Experience Research Paper

Philadelphia Art Museum Experience - Research Paper Example When you have struggled the line in, the principal thing that strikes you promptly after entering the primary hall is the lovely sculpture of Diana reflecting gloriously off of the exceptionally cleaned clearing marble flights of stairs that lead to the numerous wings of the exhibition hall. Old style impact is plainly evident in the tasteful feel, yet Diana’s long, lean constitution and athletic form mark her as a making of a progressively present day age. Augustus Saint-Gauden designed â€Å"Diana† out of copper sheets in 1894. Initially, the goddess was plated, and wore draperies that glided on the breeze. She was the most noteworthy point in New York City, when she filled her unique need as the weathervane of the subsequent Madison Square Garden working in New York City. The first NYC sculpture to be lit by power around evening time, â€Å"Diana† was a city milestone until 1925, when the structure was wrecked, and the model procured by the Philadelphia Art Mu seum. (Holy person Gaudens, 1894) At the point when which works of art I might want to concentrate on, from the start it appeared to be fairly troublesome. Craftsmanship, by its very nature, is subject in assessment to singular inclination. The center of individual inclination is what you believe is acceptable. Since what you believe is acceptable is consequently going to be whatever it is you like, and alternately, whatever you like will naturally be considered by you to be â€Å"Good Art†. Since â€Å"Good Art† is characteristically dependent upon the focal point of individual inclination, and what an individual favors will naturally be what they appreciate, at that point subsequently â€Å"Good Art† will constantly lean innately toward things that will be in accordance with your own inclinations. Since the meaning of â€Å"Good Art† is to be acknowledged as something that you like, and would almost certainly appreciate claiming accordingly, if the Philadelphia Art Museum were my own IKE A, these are the things that I might want to bring home.

80+ Psychology-Related Careers to Consider

80+ Psychology-Related Careers to Consider October 30, 2019 More in Student Resources Careers APA Style and Writing Study Guides and Tips So youve decided to major in psychology, but what exactly do you plan to do after you graduate? Competition for many jobs has increased dramatically and in order to compete in todays market, it pays to carefully consider your career options and select a field that is in high demand. One exercise you may find helpful is to look through a list of psychology careers to see what your options are and then narrow down the list to those in which you are most interested in. There are also lots of career paths in psychology beyond some of the typical options such as  clinical  or  counseling psychology. In fact, some of the most interesting job options might be those that you do not hear much about such as aviation psychology or traffic psychology. Illustration by JR Bee, Verywell Obviously, the best job is the one that you truly love, whether it involves providing therapy, conducting research, or solving real-world problems. Before you decide on a career, spend some time thinking about what really interests you and the type of work setting you would most likely enjoy. As of 2019, the demand for psychologists is expected to grow by 14 percent through the year 2026. While this is not a comprehensive list of every single psychology career out there, the following are just a few of the psychology-related jobs  that have a strong projected employment outlook or are considered an up-and-coming field with opportunity for growth. We highlight a few of these careers to help convey the enormous variety of employment opportunities within the field of psychology. Some of these career options are specifically in psychology while others are less related but still rely on the knowledge and skills acquired while earning a psychology degree. Psychology Careers Consider some of these options as you plan your career path. Art Therapist Art therapists  utilize the expressive and creative arts to help clients cope with psychological distress and to enhance emotional well-being. People who work in this field are trained in both psychotherapy and art. By using art, clients can communicate feelings, express creativity, explore different aspects, of personality, and cope with stress. Art therapy is often used in a variety of situations, including: Adults suffering from chronic or severe stressChildren with disabilitiesPeople who have suffered brain injuriesPeople who have witnessed or experienced a traumatic event   Aviation Psychologist Aviation psychology is a relatively little-known sub-specialty area of  human factors psychology  that involves the study of pilots, air traffic controllers, and other flight crew members. People who work in this field perform a number of different duties including: Evaluating prospective employeesDesigning flight decksSelecting and training pilotsAssessing cabin safetyInvestigating aviation accidentsConducting research on aviation safety Career or Vocational Counselor Thanks to the rapidly changing job market, many people are searching for a new job in their chosen field or even changing careers entirely.  Career counselors  help individuals make career decisions and utilize tools including personality assessments, interest inventories, and other evaluation measures. They often start by looking at a clients interests, job history, education, skills, and  personality  characteristics in order to determine which careers are a good match. They also help clients work on building skills, practicing interviews, improving resumes, and locating job openings. Assisting clients who are dealing with job loss or employment-related stress is also common. Clinical Psychologist Clinical psychologists  assess, diagnose and treat clients suffering from psychological disorders. These professionals typically work in hospital settings, mental health clinics, or private practices. Clinical psychology  is the single largest employment area within psychology, but there are still plenty of jobs available for qualified professionals. In order to become a clinical psychologist, you must have a doctoral-level degree in clinical psychology and most states require a minimum of a one-year internship. Most graduate school programs in clinical psychology are fairly competitive. Consumer Psychologist In a struggling economy where retailers and businesses are concerned with attracting new customers, the need for psychologists to research consumer behavior and to develop effective marketing campaigns has grown.  Consumer psychologists  not only study how and why people purchase goods and services, they also analyze how family, friends, culture, and media messages affect buying behavior. Some tasks that a consumer psychologist might perform include: Working with consumer focus groups to determine how appealing a particular product might beDeveloping advertising and marketing campaigns to appeal to a target audienceConducting theoretical research on shopping and buying behavior Counselor Counselors help people with a wide variety of problems, including marriage, family, emotional, educational, and substance abuse issues. While requirements vary, almost all states require at least a masters degree in order to become a licensed counselor. Typical work settings include K-12 schools, colleges and universities, hospitals, mental health clinics, and private practice offices. Engineering Psychologist Engineering psychologists  use psychology to investigate how people interact with machines and other technology. These professionals use their understanding of the human mind and behavior to help design and improve technology, consumer products, work settings, and living environments. For example, an engineering psychologist might work as part of a team to redesign a product to make it more efficient and easier to use in a work situation. Those working in academic settings report the lowest earnings, while those working in the private sector report higher salaries.?? Experimental Psychologist Do you love creating psychology experiments?  Experimental psychologists  use scientific methods and design research studies that explore many different topics within psychology. Social behavior, cognitive processes, personality, and human development are just a few of the topics that experimental psychologists might investigate. People working in this field often specialize in a particular area such as cognitive psychology, educational psychology, or personality psychology. They may also be employed in a variety of settings ranging from universities, government agencies, research centers, and nonprofit organizations. Forensic or Criminal Psychologist Forensic psychologists  apply psychology to the fields of criminal investigation and law. This has rapidly become one of the hottest psychology careers thanks to numerous portrayals in popular movies, television programs, and books. While the field may not be as glamorous as it is depicted in the media, forensic psychology is still an exciting career choice with a lot of potential for growth. Forensic psychologists often work with other experts to resolve child custody disputes, scrutinize insurance claims, perform child custody evaluations, and investigate suspected child abuse. If you are interested in this area of psychology, you might want to also consider the related field of criminal psychology.  Criminal psychologists  perform a variety of duties such as developing psychological profiles of criminal suspects, assessing convicted criminals to determine their risk of re-offending, and helping law enforcement catch online predators. Genetics Counselor Genetics counselors  help provide information about genetic disorders to couples and families. These professionals typically have graduate training in both genetics and counseling, and many have undergraduate degrees in areas such as psychology,  social work, biology, nursing, and public health. Genetics counselors often work with a team of medical professionals, including doctors, nurses, and geneticists to offer support, guidance, and assistance to families who have a family member with a genetic disorder or who may be at risk of passing down an inherited disorder to their offspring. Geropsychologist As the population of older adults continues to grow, the demand for professionals to attend to their mental health needs also increases. According to the Pew Research Center, the year 2050, 19 percent of the population will be age 65 or older. Geropsychologists do everything from keeping older adults mentally and physically healthy and vibrant to working with those who are frail and have cognitive impairments, explains Deborah DiGilio, director of APAs Office on Aging.?? Geropsychologists can work in a wide range of areas, from providing mental health services to aging adults to designing products that make life easier for the elderly. Health Psychologist Health psychologists  are focused on helping people living healthier lives. They study how psychological, biological, and social factors influence health. Two important areas of health psychology include helping people avoid illness and promoting healthy behaviors. Educating people about the causes of illness and teaching healthier habits are just two things that a health psychologist might do on a regular basis. These professionals often work in settings such as hospitals, universities, health care centers, and government agencies. Some of the job duties they may perform include helping people to lose weight, stop smoking, eat healthily, and decrease stress. Industrial-Organizational Psychologist Industrial-organizational psychologists  focus on workplace behavior, often using psychological principles to increase worker productivity and select employees that are best-suited for particular jobs. There are several different specialty areas  within industrial-organizational psychology. For example, some I-O psychologists train and assess employees, while others evaluate job candidates. While there are some job opportunities at the masters degree level, those with a doctoral-level degree in industrial-organizational psychology are in greater demand and  command significantly higher salaries. One sub-specialty area of the field involves working in human resources management to screen and hire job applicants. These professionals are often involved in designing and administering employment screening tests and selecting job candidates that are the best fit for particular positions within a company. School Psychologist School psychologists  work in educational settings to help children deal with emotional, academic, and social problems. Thanks to increased interest in the mental health of children and federal education legislation, school psychology has rapidly become one of the fastest growing fields. The demand for qualified school psychologists exceeds the number of candidates available, which means that job opportunities are plentiful. Special Education Teacher While slightly outside of a traditional psychology career, the field of special education offers a great deal of opportunity for those who enjoy helping children. Special education teachers work with students with a variety of disabilities. In order to become a special education teacher, you must have at least a bachelors degree and complete a teacher training program in special education. Because of the increased enrollments in special education programs and a shortage of qualified teachers, job demand is strong and expected to grow. Sports Psychologist Sports psychologists  focus on the psychological aspects of sports and athletics, including topics such as  motivation, performance, and injury. The two major areas within sports psychology are centered on helping to improve athletic performance or using sports to improve mental and physical health. Sports psychologists work in a wide variety of settings including universities, hospitals, athletic centers, private consulting practices, and research facilities. Traffic Psychologist Traffic psychology is an emerging field that involves applying psychological principles to understanding driver behavior. Some areas in this field include: Studying the relationship between driver behavior and traffic accidentsDesigning vehicles that are safer and more ergonomicSearching for ways to improve traffic safety and prevent auto accidentsResearching how people use transportation Traffic psychology often involves a multidisciplinary approach, combining fields such as social psychology, behavioral psychology, and  cognitive psychology. For example, traffic psychologists might assess how perception and cognition influence performance during a driving task. They might also look at how individual personality affects a drivers  emotions,  attitudes, and risk-taking behavior while driving. More Psychology Career Options Did one of the careers highlighted above catch your eye? Or are you still looking for something that matches your interests and goals? After earning your psychology degree, the specific career you pursue will depend largely on your educational background. Some entry-level jobs are open to those with an undergraduate  degree in psychology, while others require advanced or graduate-level study. The following are just some of the many psychology-related job titles that you might want to explore. Some are directly in the field of psychology, while others require additional training in another field or specialty area. In either case, having a solid understanding of the human mind and behavior can be beneficial in any of these careers. Academic CounselorAdvanced Psychiatric NurseAdvertising AgentAnimal TrainerAnimal ResearcherAviation PsychologistCase WorkerChild Care WorkerChild PsychologistCollege Admissions CounselorComparative PsychologistCommunity CounselorCounseling PsychologistCorrectional Treatment SpecialistCriminal InvestigatorCrisis CounselorCognitive PsychologistCollege Admissions OfficerCollege RecruiterCustomer Service AgentDevelopmental PsychologistEditorEducation AdministratorEducational PsychologistElementary School TeacherEmployment InterviewerEmployment RecruiterEnvironmental PsychologistExperimental PsychologistFamily and Marriage TherapistFinancial Aid CounselorGrief CounselorGuidance CounselorHuman Factors PsychologistHuman Resources AdvisorHuman Resources ManagerJournalistLawyerLibrary AssistantMarket ResearcherMental Health CoordinatorMilitary PsychologistMusic TherapistNeurologistOccupational TherapistPhysicianPolice OfficerPublic Opinion SurveyorProbation OfficerPsychiatric Social WorkerPs ychiatric TechnicianPsychosocial Rehabilitation WorkerPublic Relations AgentPublishing AgentPsychiatric AidePsychiatristRecreational TherapistRehabilitation CounselorResearch AssistantSchool CounselorSecondary School TeacherScience WriterSocial PsychologistSocial Services SpecialistSocial WorkerStatisticianSubstance Abuse CounselorTechnical WriterUniversity Psychology ProfessorVocational Rehabilitation CounselorYouth Counselor What to Consider Before Choosing a Career in Psychology Based upon this list of psychology careers, you can see that employment opportunities can be quite diverse. Some careers require only a bachelors degree in psychology, while others will require more advanced degrees such as a masters or doctorate. Spend some time researching different options and learn more about what you will have to do to enter those fields. Ask yourself if you have the commitment and resources to pursue the educational training you will need. As you examine the variety of psychology careers that are available, think about some of the following questions. How well does the career fit your personality?What kind of training and education are required to enter the field?Are the average salaries in a particular field satisfactory?What kinds of things do people in that particular career path do on a daily basis?Does the career sound interesting, challenging and rewarding? Finding the right career in psychology takes some careful planning. It is important to start thinking about what you might want to do early on. This way you can start planning your educational map in order to achieve your vocational goals. A Word From Verywell The jobs options listed in this article are just a few of the many different career paths that are available within psychology.  Do you feel like youve spotted your dream job? Or are you disappointed that your chosen specialty area isnt on this list? Either way, just remember that no list of predicted hot jobs can ever highlight all of the many options that are available within psychology. The important thing is to pick a career that is right for you, your interests, and your long-term goals in life.

The U.S’s Taxation vs China’s Taxation - Free Essay Example

The development of a country is inseparable from taxation, which is the guarantee of the country’s fiscal revenue. I believe for most countries the purpose of the taxation is to economic and social. As the worlds largest economy, the United States has built the worlds most advanced and most complex tax system. However, China experienced rapid economic development in the past century. I research China’s taxation from the viewpoint of business. I will compare between China and the U.S. about opening a factory and relocating some workforce. For geographic, The U.S. located in North America; however, China located in Eastern Asia. Both countries are located in the northern hemisphere and are both countries with both land and sea. For climate, China has extremely diverse. The United States has almost all the climate types in the world, with few severe droughts occurring in major agricultural areas, flooding is not common, and temperatures are moderate and sufficient rainfall is available. There are many plains in the United States, and the area suitable for cultivation is larger than China. From the perspective of neighboring countries, China has many neighboring countries, but the north of the United States has only Canada and the south of the United States has Mexico. Thus, China has more advantages in geographical location. For economic, Chinas coal, non-ferrous metals, rare earth, hydropower, and wind energy resources are abundant; the United States has abundant resources such as cultivated land and oil, and many mineral deposits have not been developed. In general, the US natural resources advantage is more obvious. The U.S. goods and services trade with China totaled an estimated $710.4 billion in 2017. Exports were $187.5 billion; imports were $522.9 billion. The U.S. goods and services trade deficit with China was $335.4 billion in 2017. (office of the United States Trade Representative). In China, most cities have bus service and subway system. In the U.S, only a few of the biggest cities have a metro system and they are not very extensive outside of NYC. Overall, China has high-quality or superior public transportation in cities, and public transportation in the United States in most towns (except New York City) is very poor. For cultural or social, China’s literacy rate is 96.4%. According to THE World University Rankings, the advantages of American higher education are obvious, 17 of the top 20 universities are from the United States. There are 7 universities in China that are among the top 200 in the world. There are Peking University, Tsinghua University, Fudan University, University of Science and Technology of China, Nanjing University, Zhejiang University, Shanghai Jiao Tong University. Thus, China’s education level is not bad, but the united states better than China. China implements one country, two systems. Hong Kong’s economic freedom score is 90.2, making its economy the freest in the 2018 Index. However, Chinas economic freedom score is 57.8, making its economy the 110th freest in the 2018 Index. Its overall score has increased by 0.4 points, with higher scores for government integrity and judicial effectiveness more than balancing declines in fiscal health, labor freedom, and property rights China is ranked 24th among 43 countries in the Asia–Pacific region, and its overall score is below the regional and world averages. (2018 Index of Economic Freedom ) Taxation policies: China has a long history of taxation, and taxation varied greatly over time. The initial land tax is the main source of revenue for premodern China. In the middle and late Tang Dynasty, due to the financial difficulties of the state, the Tang government adopted the minister’s suggestion and began to levy taxes on salt, tea, and alcohol. At the same time, it followed the predecessor system and continued to impose commercial taxes and duties. Since the founding of the Peoples Republic of China, Chinas tax system has basically established a dual-subsidiary tax compound tax system, that is, the turnover tax and income tax as the main tax, supplemented by the tax system of other taxes. China relied the most on corporate tax and indirect tax. More than 90% of the tax revenue is collected by enterprises, including value-added tax, consumption tax, and corporate income tax. Contrary to the characteristics of Chinas tax structure, the US The federal tax structure is based on direct taxes and personal taxes. The United States relies heavily on the individual income tax, at 39.3 percent of total government tax revenue. (El-Sibaie) The threshold for filing income tax in the United States is very low, and even many poor people are required to file tax returns. In China, only residents with an annual income of more than 120,000 Yuan are eligible for tax returns. At present, China’s individual tax is mainly taxed separately according to individual salary. There is no Married Filing Jointly. I think that a very important difference is that the United States pays taxes considering to the burden, while China pays taxes according to income. in the united states., the tax rate, the threshold of taxed, and the deduction are all so that lighten the burden on taxpayers. Therefore, many items like children and family structure can be used as deductions. China pays taxes on income, regardless of the taxpayers family structure and the actual burden. If there is income, it is strictly taxed according to the tax system. The standard rate of corporate Income Tax is 25%, but the tax rate for qualified companies (such as emerging/high-tech companies and certain integrated circuits production enterprises) in industries encouraged by the Chinese government can be reduced to 15%. If I were the CEO of a company, I would not open a location in China. First reason, China’s economy is unfree. The trade war has worsened import and export trade. The second reason, from the perspective of total tax rate and tax amount, the burden of the tax burden on Chinese enterprises is significantly higher than that in the United States.

Security Features Of A Firewall - 1707 Words

The first requirement is that the company must install and maintain a firewall that is properly configured to protect cardholders’ data. All computer systems shall be protected from unauthorized access by untrusted networks. A firewall shall be always be used when entering the system from the Internet as e-commerce, employee Internet access through a desktop browser, employee-email access, a dedicated connection such as business-to-business connections, via wireless networks, or other sources. There needs to be a recognized process that approves and tests all network connections and any changes to system configurations. A current network diagram that depicts all network connections should be also be created, verified, and updated†¦show more content†¦Administrators should remove default passwords and disable unnecessary default accounts and non-essential functionality before the devices are installed on the network. An inventory of system components that are a part of the cycle for PCI DSS must be maintained. Requirement number three is to protect stored cardholder data using encryption, truncation, masking and hashing as part of the cardholder data protection. If a hacker manages to bypass the security protection and get access to the encrypted data, the information is unreadable and useless without the correct cryptographic key. Only the minimal amount of cardholder data should be stored whenever possible. There should also be policies for data retention and disposal procedures of cardholder data storage. Only store the minimal data needed, do not store the entire track of contents of magnetic strips, card verification code, or PIN number. PAN numbers must be rendered unreadable anywhere they are stored. Cryptographic keys should be stored in as few locations as possible and under secure encrypted devices. The fourth requirement states that the entities must encrypt transmission of cardholder data when done across open or public networks. It is required that entities use strong cryptography and security protocols to maintain security of cardholder data during transmission. You should never send PAN information by email, instant messaging, chat, or other messaging technology.

Mr. J. K. F. Scott Golding s The Silver Wedding Essay

Mrs. Alex Vankoughnett died on a Sunday, January 13, 1963, 6 days shy of her 84th birthday. She was still baking her celebrated bread for in the last year she used 800 lbs of flour for the purpose. The local Dr. K. A. Denholm stated â€Å"she was one of the best of Victorian Puritans of Canada† and showing his deep appreciation for her, quotes the 18th century doctor and poet Oliver Goldsmith â€Å"She made her life interesting† and then John Milton: Servant of God well done! Well has’t thou fought the better fight. Robert Frederick (June 10, 1898-April 13, 1959) Annie May Cowley (1893-1978) First son and World War I veteran, Robert Fredrick or Fred celebrated the silver wedding anniversary with his wife Annie May Cowley on March 27, 1943. They were married at Goldalming Anglican church in England. For the first two years of the war Fred instructed his compatriots in the use of rifle and bayonets in England, finally giving it up for action in France. There he was gassed and severely wounded by a mortar shell, received shrapnel to the side of his head that also blew out an ear drum. He was sent back to England to convalesce. It is during this convalescent period that he met Annie May Cowley of Upton on Severn Worchester and there they had Helen Maud their first child on April 16, 1919. With the $5 Fred earned for his war effort, the family of three headed back towards Crane Lake in August of 1919 where he spent the rest of his life. The trip from civilized England to the backwoods of

Eurasian Mesolithic Period Origins of Domestication

The Mesolithic period (basically meaning middle stone) is traditionally that time period in the Old World between the last glaciation at the end of the Paleolithic (~12,000 years ago ore 10,000 BCE) and the beginning of the Neolithic (~5000 BCE), when farming communities began to be established. During the first three thousand years of what scholars recognize as the Mesolithic, a period of climatic instability made life difficult in Europe, with gradual warming abruptly switching to 1,200 years of very cold dry weather called the Younger Dryas. By 9,000 BCE, the climate had stabilized to close to what it is today. During the Mesolithic, humans learned to hunt in groups and to fish  and began to learn how to domesticate animals and plants. Climate Change and the Mesolithic Climate changes during the Mesolithic included the retreat of the Pleistocene glaciers, a steep rise in sea levels, and the extinction of megafauna (large-bodied animals). These changes were accompanied by a growth in forests and a major redistribution of animals and plants. After the climate stabilized, people moved northward into previously glaciated areas  and adopted new subsistence methods. Hunters targeted medium-bodied animals like red and roe deer, auroch, elk, sheep, goat, and ibex. Marine mammals, fish, and shellfish were heavily used in coastal areas, and huge shell middens are associated with Mesolithic sites along the coasts throughout Europe and the Mediterranean. Plant resources such as hazelnuts, acorns, and nettles became an important part of Mesolithic diets. Mesolithic Technology During the Mesolithic period, humans began the first steps in land management. Swamps and wetlands were purposely burned, chipped and ground stone axes were used to cut down trees for fires, and for constructing living quarters and fishing vessels. Stone tools were made from microliths—tiny chips of stone made from blades or bladelets and set into toothed slots in bone or antler shafts. Tools made of composite material—bone, antler, wood combined with stone—were used to create a variety of harpoons, arrows, and fish hooks. Nets and seines were developed for fishing and trapping small game; the first fish weirs, deliberate traps placed in streams, were constructed. Boats and canoes were built, and the first roads called wooden trackways were built to safely cross wetlands. Pottery and ground stone tools were first made during the Late Mesolithic, although they did not come into prominence until the Neolithic. Settlement Patterns of the Mesolithic Reconstruction of a Mesolithic hut, at ArcheoLink in Aberdeen, Scotland. Kenny Kennford / 500Px Plus / Getty Images Mesolithic hunter-gatherers moved seasonally, following animal migrations and plant changes. In many areas, large permanent or semi-permanent communities were located on the coasts, with smaller temporary hunting camps located further inland. Mesolithic houses had sunken floors, which varied in outline from round to rectangular, and were built of wooden posts around a central hearth. Interactions between Mesolithic groups included the widespread exchange of raw materials and finished tools; genetic data suggest that there was also large-scale population movement and intermarriage across Eurasia. Recent archaeological studies have convinced archaeologists that Mesolithic hunter-gatherers were instrumental in beginning the long slow process of domesticating plants and animals. The traditional switch to Neolithic ways of life was fueled in part by an intensifying emphasis on those resources, rather than the fact of domestication. Mesolithic Art and Ritual Behaviors Decidedly unlike the predecessor Upper Paleolithic art, Mesolithic art is geometric, with a restricted range of colors, dominated by the use of red ochre. Other art objects include painted pebbles, ground stone beads, pierced shells and teeth, and amber. Artifacts found at the Mesolithic site of Star Carr included some red deer antler headdresses. The Mesolithic period also saw the first small cemeteries; the largest so far discovered is at Skateholm in Sweden, with 65 interments. Burials varied: some were inhumations, some cremations, some highly ritualized skull nests associated with evidence of large-scale violence. Some of the burials included grave goods, such as tools, jewelry, shells, and animal and human figurines. Archaeologists have suggested that these are evidence of the emergence of social stratification. Megalithic tomb near Lacken-Granitz, Ruegen, or Rugia, Mecklenburg-Western Pomerania, Germany. Hans Zaglitsch / imageBROKER / Getty Images The first megalithic tombs—collective burial places constructed of large stone blocks—were constructed at the end of the Mesolithic period. The oldest of these are in the Upper Alentejo region of Portugal and along the Brittany coast; they were constructed between 4700–4500 BCE. Warfare in the Mesolithic In general, hunter-gather-fishers such as the Mesolithic people of Europe exhibit significantly lower levels of violence than do herders and horticulturalists.  But, by the end of the Mesolithic, ~5000 BCE, a very high percentage of skeletons recovered from Mesolithic burials show some evidence of violence: 44 percent in Denmark; 20 percent in Sweden and France. Archaeologists suggest that the violence arose towards the end of the Mesolithic because of social pressure resulting from competition for resources, as Neolithic farmers vied with hunter-gatherers over rights to land. Selected Sources Allaby, R. G. Evolution . Encyclopedia of Evolutionary Biology. Ed. Kliman, Richard M. Oxford: Academic Press, 2016. 19–24. Print.and Agriculture I. The Evolution of DomesticationBailey, G. Archaeological Records: Postglacial Adaptations. Encyclopedia of Quaternary Science (Second Edition). Ed. Mock, Cary J. Amsterdam: Elsevier, 2013. 154–59. Print.Boyd, Brian. Archaeology and Human-Animal Relations: Thinking through Anthropocentrism. Annual Review of Anthropology 46.1 (2017): 299–316. Print.Gà ¼nther, Torsten, and Mattias Jakobsson. Genes Mirror Migrations and Cultures in Prehistoric Europe—a Population Genomic Perspective. Current Opinion in Genetics Development 41 (2016): 115–23. Print.Lee, Richard B. Hunter-Gatherers and Human Evolution: New Light on Old Debates. Annual Review of Anthropology 47.1 (2018): 513–31. Print.Petraglia, M. D., and R. Dennell. Archaeological Records: Global Expansion 300,000–8000 Years Ago, Asia. Encyclo pedia of Quaternary Science (Second Edition). Ed. Mock, Cary J. Amsterdam: Elsevier, 2013. 98–107. Print.Sà ©gurel, Laure, and Cà ©line Bon. On the Evolution of Lactase Persistence in Humans. Annual Review of Genomics and Human Genetics 18.1 (2017): 297–319. Print.

The Feminist Movement Of Women Essay - 1739 Words

Miller’s work helped to shed light on the intersectionality of women’s movements, not everyone agreed on what changes feminism should bring or if it should exist at all in Mexican society. Before her work, â€Å"there existed a generally accepted assumption among politically active women that their common interests as women—in gaining the vote, in health care, in education --- cut across class backgrounds and ideological orientations.† This was most certainly not the case in Mexico, as Miller found out, being involved in the feminist movement meant that women risked â€Å"losing not only respectability but their claim, as women and mothers, to the protection of society.† Women played a major role in the protection of the longevity of societal norms, as they trained the next generation. This idea was so entrenched in the Mexican social mores that women involved in the feminist movement were considered to not be decent mothers or women. This led to a counter-movement by the Union of Catholic Women of Mexico that â€Å"asserted that women place was in the home, and equated socialism with free love and feminism.† Miller’s book fits well with the other revisionist history work that is going on during the late 1980s and 1990s. She notes that revisionist work has been going on in all disciplines, not just history, â€Å"For nearly two decades, scholars and activists have painstakingly reexamined every field of human endeavor to reconquer—revindivar---a space for women in history, literature,Show MoreRelatedWomen And The Feminist Movement1677 Words   |  7 PagesThat â€Å"women live dispersed among men† is the unifying condition of women and the feminist movement (de Beauvoir 8). Beyond that, differences in culture, in privilege, in circumstance all speak of the community that never was. Even so, both history and current conversation speak of women as though they were a unified group. 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Women said Miss America was oppressive and asRead MoreCritically Examine How Black Feminism Emerged And Assess1229 Words   |  5 Pagesassess its impact on contemporary feminist theory. Answer with reference to intersectionality and ‘difference . feminism means the equality between men and women in social, political and social standing. There are many different types of feminism that women have adopted that they best feel aligns with their perspectives of the world. This essay will mainly be focusing black feminism that was developed in the 1960s. The essay will examine why the black feminism movement and theories emerged and howRead MoreNew ‘F’ Word: Feminist874 Words   |  4 PagesFeminist. A word that contemporary society has refused to acknowledge the history of has become negatively associated as anti-men. A word that once was associated with women who fought for the rights that women today use and abuse is now scrutinized. Thus leading women of our generation who have feminist beliefs to deny being identified as feminists. The idea of the word feminist having a negative connotation is dangerous to the women of our generation. To grasp the full understanding of the misconceptionRead MoreThe Importance Of Being A Black Woman Essay1632 Words   |  7 Pagespoet, author, feminist, and civil rights activist. Most of her works explored the concept of being a black woman in this society; therefore her literature and theories were based on her experiences. Race, sexuality, and gender were her main focal points throughout her career. When speaking from a feminist perspective, Lorde based her thoughts on the â€Å"theory of difference, which focuses on the binary differences between males and females, which is the opposite of traditional feminist theory (the thought

Practical Demonkeeping Chapter 24-25 Free Essays

string(57) " the fog of flour, smoke, and soot that hung in the air\." 24 AUGUSTUS BRINE Augustus Brine was sitting in his pickup, parked a block away from Jenny’s house. In the morning twilight he could just make out the outline of Jenny’s Toyota and an old Chevy parked in front. The king of the Djinn sat in the passenger seat next to Brine, his rheumy blue eyes just clearing the dashboard. We will write a custom essay sample on Practical Demonkeeping Chapter 24-25 or any similar topic only for you Order Now Brine was sipping from a cup of his special secret roast coffee. The thermos was empty and he was savoring the last full cup. The last cup, perhaps, that he would ever drink. He tried to call up a Zen calm, but it was not forthcoming and he berated himself; trying to think about it pushed it farther from his grasp. â€Å"Like trying to bite the teeth,† the Zen proverb went. â€Å"There is not only nothing to grasp, but nothing with which to grasp it.† The closest he was going to get to no-mind was to go home and destroy a few million brain cells with a few bottles of wine – not an option. â€Å"You are troubled, Augustus Brine.† The Djinn had been silent for over an hour. At the sound of his voice Brine was startled and almost spilled his coffee. â€Å"It’s the car,† Brine said. â€Å"What if the demon is in the car? There’s no way to know.† â€Å"I will go look.† â€Å"Look? You said he was invisible.† â€Å"I will get in the car and feel around. I will sense him if he is that close.† â€Å"And if he’s there?† â€Å"I will come back and tell you. He cannot harm me.† â€Å"No.† Brine stroked his beard. â€Å"I don’t want them to know we’re here until the last minute. I’ll risk it.† â€Å"I hope you can move fast, Augustus Brine. If Catch sees you, he will be on you in an instant.† â€Å"I can move,† Brine said with a confidence that he did not feel. He felt like a fat, old man – tired and a little wired from too much coffee and not enough sleep. â€Å"The woman!† The Djinn poked Brine with a bony finger. Jenny was coming out of the house in her waitress uniform. She made her way down the front steps and across the shallow front yard to her Toyota. â€Å"At least she’s still alive.† Brine was preparing to move. With Jenny out of the house one of their problems was solved, but there would be little time to act. The demonkeeper could come out at any moment. If their trap was not set, all would be lost. The Toyota turned over twice and died. A cloud of blue smoke coughed out of the exhaust pipe. The engine cranked, caught again, sputtered, and died; blue smoke. â€Å"If she goes back to the house, we have to stop her,† Brine said. â€Å"You will give yourself away. The trap will not work.† â€Å"I can’t let her go back in that house.† â€Å"She is only one woman, Augustus Brine. The demon Catch will kill thousands if he is not stopped.† â€Å"She’s a friend of mine.† The Toyota cranked again weakly, whining like an injured animal, then fired up. Jenny revved the engine and pulled away leaving a trail of oily smoke. â€Å"That’s it,† Brine said. â€Å"Let’s go.† Brine started the truck, pulled forward, and stopped. â€Å"Turn off the engine,† the Djinn said. â€Å"You’re out of your mind. We leave it running.† â€Å"How will you hear the demon if he comes before you are ready?† Begrudgingly, Brine turned off the key. â€Å"Go!† he said. Brine and the Djinn jumped out of the truck and ran around to the bed. Brine dropped the tailgate. There were twenty ten-pound bags of flour, each with a wire sticking out of the top. Brine grabbed a bag in each hand, ran to the middle of the yard, paying out wire behind him as he went. The Djinn wrestled one bag out of the truck and carried it like a babe in his arms to the far corner of the yard. With each trip to the truck Brine could feel panic growing inside him. The demon could be anywhere. Behind him the Djinn stepped on a twig and Brine swung around clutching his chest. â€Å"It is only me,† the Djinn said. â€Å"If the demon is here, he will come after me first. You may have time to escape.† â€Å"Just get these unloaded,† Brine said. Ninety seconds after they had started, the front yard was dotted with flour bags, and a spider web of wires led back to the truck. Brine hoisted the Djinn into the bed of the truck and handed him two lead wires. The Djinn took the wires and crouched over a car battery that Brine had secured to the bed of the truck with duct tape. â€Å"Count ten, then touch the wires to the battery,† Brine said. â€Å"After they go off, start the truck.† Brine turned and ran across the yard to the front steps. The small porch was too close to the ground for Brine to crawl under, so he crouched beside it, covering his face with his arms, counting to himself, â€Å"seven, eight, nine, ten.† Brine braced himself for the explosion. The seal bombs were not powerful enough to cause injury when detonated one at a time, but twenty at once might produce a considerable shock wave. â€Å"Eleven, twelve, thirteen, fourteen, shit!† Brine stood up and tried to see into the bed of the truck. â€Å"The wires, Gian Hen Gian!† â€Å"It is done!† Came the answer. Before Brine could say anything else the explosions began – not a single blast, but a series of blasts like a huge string of firecrackers. For a moment the world turned white with flour. Then storms of flame swirled around the front of the house and mushroomed into the sky as the airborne flour was ignited by successive explosions. The lower branches of the pines were seared and pine needles crackled as they burned. At the sight of the fire storms, Brine dove to the ground and covered his head. When the explosion subsided, he stood and tried to see through the fog of flour, smoke, and soot that hung in the air. You read "Practical Demonkeeping Chapter 24-25" in category "Essay examples" Behind him he heard the front door open. He turned and reached up into the doorway, felt his hand close around the front of a man’s shirt, and yanked back, hoping he was not pulling a demon down off the steps. â€Å"Catch!† the man screamed. â€Å"Catch!† Unable to see though the gritty air, Brine punched blindly at the squirming man. His meaty fist connected with something hard and the man went limp in his arms. Brine heard the truck start. He dragged the unconscious man across the yard toward the sound of the running engine. In the distance a siren began to wail. He bumped into the truck before he saw it. He opened the door and threw the man onto the front seat, knocking Gian Hen Gian against the opposite door. Brine jumped into the truck, put it into gear, and sped out of the doughy conflagration into the light of morning. â€Å"You did not tell me there would be fire,† the Djinn said. â€Å"I didn’t know.† Brine coughed and wiped flour out of his eyes. â€Å"I thought all the charges would go off at once. I forgot that the fuses would burn at different rates. I didn’t know that flour would catch fire – it was just supposed to cover everything so we could see the demon coming.† â€Å"The demon Catch was not there.† Brine was on the verge of losing control. Covered in flour and soot, he looked like an enraged abominable snowman. â€Å"How do you know that? If we didn’t have the cover of the flour, I might be dead now. You didn’t know where he was before. How can you know he wasn’t there? Huh? How do you know?† â€Å"The demonkeeper has lost control of Catch. Otherwise you would not have been able to harm him.† â€Å"Why didn’t you tell me that before? Why don’t you tell me these things in advance?† â€Å"I forgot.† â€Å"I might have been killed.† â€Å"To die in the service of the great Gian Hen Gian – what an honor. I envy you, Augustus Brine.† The Djinn removed his stocking cap, shook off the flour, and held it to his chest in salute. His bald head was the only part of him that was not covered in flour. Augustus Brine began to laugh. â€Å"What is funny?† The Djinn asked. â€Å"You look like a worn brown crayon.† Brine was snorting with laughter. â€Å"King of the Djinn. Give me a break.† â€Å"What’s so funny?† Travis said, groggily. Keeping his left hand on the wheel, Augustus Brine snapped out his right fist and coldcocked the demonkeeper. 25 AMANDA Amanda Elliot told her daughter that she wanted to leave early to beat the Monterey traffic, but the truth was that she didn’t sleep well away from home. The idea of spending another morning in Estelle’s guest room trying to be quiet while waiting for the house to awaken was more than she could stand. She was up at five, dressed and on the road before five-thirty. Estelle stood in the driveway in her nightgown waving as her mother drove away. Over the last few years Amanda’s visits had been tearful and miserable. Estelle could not resist pointing out that each moment she spent with her mother might be the last. Amanda responded, at first, by comforting her daughter and assuring her that she would be around for many more years to come. But as time passed, Estelle refused to let the subject lie, and Amanda answered her concern with pointed comparisons between her own energy level and that of Estelle’s layabout husband, Herb. â€Å"If it weren’t for his finger moving on the remote control you’d never know he was alive at all.† As much as Amanda was irritated by Effrom marauding around the house like an old tomcat, she needed only to think of Herb, permanently affixed to Estelle’s couch, to put her own husband in a favorable light. Compared to Herb, Effrom was Errol Flynn and Douglas Fairbanks rolled into one: a connubial hero. Amanda missed him. She drove five miles per hour over the speed limit, changing lanes aggressively, and checking her mirrors for highway patrol cars. She was an old woman, but she refused to drive like one. She made the hundred miles to Pine Cove in just over an hour and a half. Effrom would be in his workshop now, working on his wood carvings and smoking cigarettes. She wasn’t supposed to know about the cigarettes any more than she was supposed to know that Effrom spent every morning watching the women’s exercise show. Men have to have their secret lives and forbidden pleasures, real or perceived. Cookies snitched from the jar are always sweeter than those served on a plate, and nothing evokes the prurient like puritanism. Amanda played her role for Effrom, staying on his tail, keeping him alert to the possibility of discovery, but never quite catching him in the act. Today she would pull in the driveway and rev the engine, take a long time getting into the house to make sure that Effrom heard her coming so he could take a shot of breath spray to cover the smell of tobacco on his breath. Didn’t it occur to the old fart that she was the one who bought the breath spray and brought it home with the groceries each week? Silly old man. When Amanda entered the house, she noticed an acrid, burnt smell in the air. She had never smelled cordite, so she assumed that Effrom had been cooking. She went to the kitchen expecting to see the ruined remains of one of her frying pans, but the kitchen, except for a few cracker crumbs on the counter, was clean. Maybe the smell was coming from the workshop. Amanda usually avoided going near Effrom’s workshop when he was working, mainly to avoid the sound of the high-speed drills he used for carving, which reminded her of the unpleasantness of the dentist’s office. Today there was no sound coming from the workshop. She knocked on the door, gently, so as not to startle him. â€Å"Effrom, I’m home.† He had to be able to hear her. A chill ran through her. She had imagined finding Effrom cold and stiff a thousand times, but always she was able to push the thought out of her mind. â€Å"Effrom, open this door!† She had never entered the workshop. Except for a few toys that Effrom dragged out at Christmastime to donate to local charities, Amanda never even saw any of the carvings he produced. The workshop was Effrom’s sacred domain. Amanda paused, her hand on the doorknob. Maybe she should call someone. Maybe she should call her granddaughter, Jennifer, and have her come over. If Effrom were dead she didn’t want to face it alone. But what if he was just hurt, lying there on the floor waiting for help. She opened the door. Effrom was not there. She breathed a sigh of relief, then her anxiety returned. Where was he? The workshop’s shelves were filled with carved wooden figures, some only a few inches high, some several feet long. Every one of them was a figure of a nude woman. Hundreds of nude women. She studied each figure, fascinated with this new aspect of her husband’s secret life. The figures were running, reclining, crouching, and dancing. Except for a few figures on the workbench that were still in the rough stage, each of the carvings was polished and oiled and incredibly detailed. And they all had something in common: they were studies of Amanda. Most were of her when she was younger, but they were unmistakably her. Amanda standing, Amanda reclining, Amanda dancing, as if Effrom were trying to preserve her. She felt a scream rising in her chest and tears filling her eyes. She turned away from the carvings and left the workshop. â€Å"Effrom! Where are you, you old fart?† She went from room to room, looking in every corner and closet; no Effrom. Effrom didn’t go for walks. And even if he’d had a car, he didn’t drive anymore. If he had gone somewhere with a friend, he would have left a note. Besides, all his friends were dead: the Pine Cove Poker Club had lost its members, one by one, until solitaire was the only game in town. She went to the kitchen and stood by the phone. Call who? The police? The hospital? What would they say when she told them she had been home almost five minutes and couldn’t find her husband? They would tell her to wait. They wouldn’t understand that Effrom had to be here. He couldn’t be anywhere else. She would call her granddaughter. Jenny would know what to do. She would understand. Amanda took a deep breath and dialed the number. A machine answered the phone. She stood there waiting for the beep. When it came, she tried to keep her voice controlled, â€Å"Jenny, honey, this is Grandma, call me. I can’t find your grandfather.† Then she hung up and began sobbing. The phone rang and Amanda jumped back. She picked it up before the second ring. â€Å"Hello?† â€Å"Oh, good, you’re home.† It was a woman’s voice. â€Å"Mrs. Elliot, you’ve probably seen the bullet hole in your bedroom door. Don’t be frightened. If you listen carefully and follow my instructions, everything will be fine.† How to cite Practical Demonkeeping Chapter 24-25, Essay examples

Peter weirs film Gallipoli Essay Example For Students

Peter weirs film Gallipoli Essay Peter weirs film Gallipoli demonstrates many of the characteristics deemed by Richard white to be part of the Australian type. In the movie Gallipoli it shows the characteristics of independence, Manliness, Fondness of sport, Egalitarianism, Dislike of mental effort, self confidence and a certain lack of respect for authority is all shown in the in the movie Gallipoli. The independence in the film gallipoli is strong in the Australian type. The independence Archie shows in the film had that Archie which was 18 at the time was eager to go to war but you couldnt go until you were older so Archie went to a great deal to get to Gallipoli. Archie showed that he can be independent to succeed. It is interesting to note that manliness is shown a lot in the film. Archie shows that you are a man to fight in war which he went to all extents to get there otherwise he wouldnt be called a man. Men are brave, strong hearted people. Archie had a friend which couldnt ride a horse and he got teased and laughed at because you arent a man if you cant ride a horse. Australians show their manliness in typical ways that men would. Alternatively Australians have a fondness of sport. Australians were so fonded of their sport they were invented football which is known as Aussie Rules which is a mix of Gaelic football and rugby. Archie fondness of sport was running against friends which normal Australians do today. Every Australian has a different fondness of sport. At the start of the movie it shows Archie fondness of sport is running which is part of the Australian type On the other hand all Australians believe that they are all equal because everyone has their difficulties. Australians show that all people should be equal promoting this ideal. Archie shows that he is not better than anyone else he thinks that everyone is equal The dislike for mental effort is part of the Australian type. It is shown in the film Gallipoli Archie wanted to travel to Perth but had no money so he jumped on the train without planning or buying a ticket which is a dislike to mental effort. Australians show this a lot in the movie. Self confidence or what might be regarded by some arrogance is certain dealt within gallipoli. Archie shows this in the start of the movie were he goes cross country bare foot. To show that he can win. Archie is very confident that he can do things he is set. Australians are self confident people. The larrikin who disregards authority is long associated with the Australian type, and is as entwined in Australian legend as that of Anzac. The setting of the film is ideal for weir to demonstrate. Archie was underage but is still trying to join up for war which is a certain lack of respect for authority. Archie doesnt respect his local people. Australians have a little bit of certain lack of respect for authority In conclusion Australians show that they are independent, manliness, have a fondness for sport, egalitarianism, dislike of mental effort, self confidence and a certain lack of respect for authority which is shown in the movie Gallipoli directed by Peter Weir.

Leadership and Change Management of Woolsworth †Free Samples

Question: Discuss about the Leadership and Change Management of Woolsworth. Answer: Research Methodology The three major types of research philosophies used for conducting a research are positivism, realism and interpretivism. Positivism philosophy allows the researcher to conduct the research based on the quantifiable observation that eventually helps in statistical analysis of the data (Baskerville Wood-Harper, 2016). Realism philosophy provides an opportunity of continuous researching due to the fact that scientific methods can be imperfect at times. Interpretivism philosophy deals with observations using a particular philosophy of studying the concepts of individuals rather than scientific methods (Yanow Schwartz-Shea, 2015). In the case of this research, the researcher has used positivism philosophy as this provided an opportunity of using factual knowledge and testing of the research aim and objectives in a scientific and statistical manner. Therefore, this will help in evaluating the changes and impact of the leadership skills of Woolsworth CEO on the organisation due to continuous changes in the environment. Research Approach Deductive and inductive are the two most widely used research approaches used by researchers while conducting the research. As commented by Clapham et al., (2012), the concept of deductive approach highlights deducing observations and conclusions based on the previously existing concepts and literatures. This helps in achieving the research aim and objectives by supporting from existing literatures. On the contrary, in the case of inductive approach, new theories and concepts are developed based on the observations of the research. As a result, the researcher emphasises more on observations rather than research questions. In this case, the researcher has used a deductive approach as this is most suitable for positivism philosophy. Moreover, the use of deductive approach has also provided an opportunity to test the role of leadership of the Woolsworth CEO and support the observation with previously existing concepts and literatures. Research Design Descriptive, explanatory and exploratory are the three widely used research designs while conducting a research. Explanatory design emphasises more on explaining the reasons of the phenomenon along with the predictions of future occurrences. As mentioned by Creswell (2013), exploratory design evaluates the issues, hypothesis testing and clarifying different concepts related to the topic. However, in the case of descriptive design, a detailed analysis and descriptive study is conducted including both exploratory and explanatory designs. In the case of this current research, descriptive design has been used as this provides an opportunity to clarify the aim and objective of the topic. This will also allow understanding the challenges faced by the Woolsworth CEO while implementing the leadership styles within the organisation. Data Collection Method The two main types of data collection methods are primary and secondary data collection methods. Secondary data collection includes information collected from books and journals. On the contrary, primary data is collected by both qualitative and quantitative methods (Sullivan-Bolyai, Bova Singh, 2012). In this case, qualitative data collection methods have been used in order to understand the impact of leadership on the organisations and its effect due to continuous environmental changes. Sampling Method Probability and non-probability are the two sampling methods used in the case of researches. As mentioned by Cohen, Manion Morrison (2013), probability sampling is the method of sampling that selects the participants randomly. This provides an equal opportunity for the participants to be selected. On the contrary, in the case of non-probability, the participants have no idea of being selected. The participants are selected arbitrarily. In this case, probability sampling technique has been used as Woolsworth CEO are chosen to understand the impact of leadership. Research Strategy There are different types of research strategies that are generally selected based on the kind of research. The different types of research strategies are case study, action research, survey and interviews. In this case, interview has been selected as the research strategy as this has provided an opportunity of developing a deeper understanding of the impact of change in leadership that ultimately helped Woolsworth in gaining competitive advantage in Australian market. Ethical Consideration Ethical considerations have to be followed while conducting a research. According to the ethical considerations, the participants have to participate willingly rather than forcefully to be a part of the research. Moreover, the identity of the participants has to be kept confidential and cannot be disclosed without their consent (Ritchie et al., 2013). Leadership traits: The CEO of Woolworths is responsible for the implementation of both short-term and long-term plans of the company. Woolworths CEO has unveiled his long-term strategies for the food and liquor department with the motive of restoring sales growth up to 4%. While in case of short-term strategies, Woolworths CEO had suggested implementation of a new SAP system so that the reduced sales in the food department due to changes in the Chinese import laws could be solved. The CEO of Woolworths expects the implementation of the new SAP system shall assist in reducing the out-of-stock levels. Woolworths CEO focuses on fixing the basic issues such as high turnover of employees and the out-of-stock levels. The major change brought by Woolworths CEO was implementation of gender equaliy. According to Woolworths CEO, gender equality shall be ensured only with pay equalities. Woolworths had approximately 16000 employees who work full time and the gender pay gap was around 0.5% which the CEO wanted to eradicate. This was necessary to equalise the pay of the women working in Woolworths. Woolworths also aimed at increasing the number of indigenous employees. Woolworths CEO aimed at having the percentage of indigenous staff equivalent to the percentage of indigenous people in the Australian population. The CEO aimed at having 3500 indigenous members in the team. The major aim of including the indigenous staff is to increase the retention rate of the employees. Woolworths CEO also aimed at reducing the food wastes in the operations by associating with charity organizations and providing food to the homeless. This defines the leadership qualities of the Woolworths CEO (Du et al., 2013). Contingency model of leadership: The Fiedlers contingency model of leadership effectiveness lays stress on the relationship between leadership and the performance of the organization. According to the contingency theory, it becomes necessary to assess the leader according to the traits and situations faced by the leader in order to ensure group effectiveness. Considering the need, a least preferred co-worker (LPC) scale was developed and the leaders were asked about the person least likely to work with. The effectiveness of leadership is determined by the leadership style and the favourableness of the situation. Leadership challenges faced by Woolworths: The following are the leadership challenges faced by the company: Supermarket: Woolworths is required to increase its sales and redefine the perception around prices. The sales of the supermarket has witnessed a downfall while Coles sales increased considerably. The earnings of Woolworths collapsed due to the need of cutting down the prices in order to win back the customers. The investors have also been waiting since a long time to witness improvement in the conditions of the company. Therefore, a great challenge lies for the CEO of Woolworths to restore the sales of the supermarket. Restoring market confidence: The CEO of Woolworths faces the biggest challenge of restoring the lost market confidence of the supermarket as it faces tough competition from its competitors. A great responsibility lies with the CEO of Woolworths to rectify the wrong past blunders of themanagement in terms of public relations and ad-hoc strategies. Replacement: The major leadership challenge for the CEO of Woolworths is to find out his own replacement who will be able to manage the company efficiently. Make the business competitive again: The challenge lies with the CEO of Woolworths to make the company competitive again as it used to be the supermarket giant in the past (Maak, Pless Voegtlin, 2016). Conclusion: Therefore, the leadership style to be adopted must be of a collaborator. Equal emphasis must be laid on the task as well as the people. High expectations must be set and the area of concern must be the results. The leader must engage the employees in the decision-making processes to make them feel wanted and important in the organization. The major focus should be on win-win solutions so that Woolworths is able to restore its position within a short span of time. The win-win solution emphasizes on finding a solution that is accepted by both the parties involved. In such a situation, both the parties are the winners and they feel satisfied as they are mutually benefitted from the decision (Gnzel-Jensen et al., 2017). The leader must encourage responsibility in the organization so that the members work as a team in the establishment of the objectives of the organization and achieving common goals. Improvement in the performance of the employees enhances the efficiency of the CEO. This enhancement has the capability of bringing development in the leadership skills of Woolworth CEO. This development has deep correlation with the tag of great man, which enhances the individuality of the CEO (Goleman, Boyatzis McKee, 2013). Therefore, it can be concluded that a good leadership style and behaviour can bring massive changes in the overall profitability of an organization. References Baskerville, R. L., Wood-Harper, A. T. (2016). A critical perspective on action research as a method for information systems research. InEnacting Research Methods in Information Systems: Volume 2(pp. 169-190). Springer International Publishing. Clapham, M., Nevin, O. T., Ramsey, A. D., Rosell, F. (2012). A hypothetico-deductive approach to assessing the social function of chemical signalling in a non-territorial solitary carnivore.PloS one,7(4), e35404. Cohen, L., Manion, L., Morrison, K. (2013).Research methods in education. Routledge. Creswell, J. W. (2013).Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications. Du, S., Swaen, V., Lindgreen, A., Sen, S. (2013). The roles of leadership styles in corporate social responsibility.Journal of business ethics,114(1), 155-169. Goleman, D., Boyatzis, R., McKee, A. (2013).Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press. Gnzel-Jensen, F., Hansen, J. R., Jakobsen, M. L. F., Wulff, J. (2017). A Two-Pronged Approach? Combined Leadership Styles and Innovative Behavior.International Journal of Public Administration, 1-14. Maak, T., Pless, N. M., Voegtlin, C. (2016). Business Statesman or Shareholder Advocate? CEO Responsible Leadership Styles and the Micro?Foundations of Political CSR.Journal ofManagement Studies,53(3), 463-493. Ritchie, J., Lewis, J., Nicholls, C. M., Ormston, R. (Eds.). (2013).Qualitative research practice: A guide for social science students and researchers. Sage. Sullivan-Bolyai, S., Bova, C., Singh, M. D. (2012). Data-collection methods.Nursing Research in Canada: Methods, Critical Appraisal, and Utilization, 287. Yanow, D., Schwartz-Shea, P. (2015).Interpretation and method: Empirical research methods and the interpretive turn. Routledge.

A case study of The body shop free essay sample

In today’s world, Corporate Social Responsibility (CSR) has been one of the topics that every company must be concerned with. It is usually viewed as a legal obligation for every company to create social benefits alongside with the profit gains (Peng and Meyer 2011, p. 297). CSR is a crucial factor for our society and environment. If there is no campaign to encourage us to save our planet, how can people be aware and know theirs obligation to save the world. This paper will explain the meaning of corporate social responsibility, advantages and disadvantages of CSR through the example of The Body Shop. In addition, it will discuss why it is important to modern businesses. The meaning of Corporate Social Responsibility has changed since the early 20th century and it has never been a straightforward. The importance of CSR arose with the role of leadership, how a leader can manage the company with an ethical approach to society and what can be done for the environment. We will write a custom essay sample on A case study of The body shop or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Furthermore, the focus of CSR has changed the behavior of organizations, not the role of leadership anymore. It created a debate about what companies should do for society. Subsequently, the structure of CSR places less stress on organizational behaviours and more on the responsibility (Blowfield and Murray 2011, p. 7). However, the most well-known and accepted model of CSR is Carroll four-part model, which he defined as â€Å" CSR includes the economic, legal, ethical and philanthropic expectations placed on organization by society at a given point of time† (Carroll 2009, cited in Crane and Matten 2010, p. 53). Moreover, the case of The Body Shop’s CSR is discussed as four-part model as an example. Firstly, economic responsibility, it is a basic responsibility of a business and The Body Shop has done very well on this area. Customers can be ensured a fair price with good quality because the products are made from natural ingredients. Staff is not trained to pressure customers to buy the products, but to be advised. Secondly, legal responsibility, products of The Body Shop have been made from natural ingredients. So, the company has complied by law, which is product safety and health regulation. Thirdly, ethical responsibility, against animal testing policy is a main strategy of The Body Shop to differentiate their brands. The company has requested their suppliers to sign a declaration that there is no animal testing. Lastly, philanthropic responsibility, the product packages are made from recycled materials in order to maximize waste and encourage the society in sustaining environment. (The Body Shop International Plc. 2011) Corporate Social Responsibility is generally perceived only from the positive side as it creates awareness and stimulates people to act for our society and environment. However, there is negative side as well. To begin with advantages of CSR, it helps to improve company reputation when the company sets up a new policy about CSR as a core value. It causes customers to become more loyal because the company is responsible for the environment and better customer relations because it is a trust between customers and the company. Once the trust is built, when the company does something wrong, customers might not assume that is an intentional mistake. Nevertheless, CSR has not all been beneficial. It also creates higher expenses as the company needs to buy new equipment that is environmentally friendly and shareholder resistance because some investor requires the company to be in the spot light of CSR to obtain higher profits (Dontigency n. d. ),(Kielmas n. d. ). In the case of The Body Shop, it has helped The Body Shop to improve company reputation as it became a well-known company by differentiating their products from others while the disadvantage aspect is that the company has held high expectations for shareholders and customers. So there are several criticisms about the core value of company (Mallin 2009, pp. 59-78). Many companies have implemented CSR in their company. One of the leading companies that adopted CSR as a pioneer of ethic is The Body Shop. The company has used CSR as a competitive strategy in order to succeed in business. The shop owner knows what she does best. So, products are developed based on a specific group of customers in order to create a strong brand preferences and unique way with a perception of enormous customer groups, called sustainability ideals. The source of The Body Shop success is to utilize the benefits of CSR by selling products based on natural ingredients, paying a fair price and no testing on animal. According to porter (1985), he claimed that sustainability of differentiation depends on two things: it is continued perceived value to buyers and the lack of competitor ability to imitate it (Porter 1985 cited in Mallin 2009, p. 71). It requires a transparency of work process with stakeholders. From this example, it explains why CSR is important to modern businesses like The Body Shop (Mallin 2009, pp. 59-78),(Kwapong 2005, p. 89). Furthermore, there are several reasons why CSR is critical to modern business such as attracting and retaining employees, attracting socially responsible companies and reducing business costs. To start with attracting and retaining employees, it stimulates workers to increase commitments and productivities. Employees would feel meaningful by working for ethical company. In the second place, it helps to attract socially responsible companies. When the company promotes new innovative products that are environmentally friendly, it gives customers a good reason to buy products from this company. It means companies can gain competitive advantage by differentiating from others. Lastly, business costs is reduced when the company uses recycling material and conserving energy (Taylor 2009). To summarize, Corporate Social Responsibility is an obligation for companies to save our planet while it also gains benefits from society. Nonetheless, CSR not only has advantages, but also disadvantages. The company should be aware that the benefits outweigh the drawbacks and understand why CSR is so important to modern business. The case of The Body Shops CSR is discussed as an example to understand more details. CSR is a critical issue that every company must be concerned about. So the company should find the effective strategies that match their circumstances in order to obtain the highest benefit from society while creating benefits as well.

Policies of Lenin, Stalin and Khrushchev essays

Policies of Lenin, Stalin and Khrushchev essays In contrasting the social, economic, and political policies of Vladimir Lenin, Joseph Stalin, and Nikita Khrushchev, it can be seen that Lenin and Stalins policies were alike in many ways, although Stalins were a bit harsher, and that Khrushchevs policies differed from those of both Lenin and Stalin. Mainly, Lenins social policies dealt with the church and religious affairs. Regarding the Russian Orthodox Church as a reactionary institution, the Bolsheviks sought to destroy it. Church and state were separated, church property was seized, and many churches, monasteries, and convents were closed. Religious instruction was prohibited, and only civil marriage ceremonies had legal recognition. Also, the Bolsheviks replaced the Julian calendar with the Gregorian calendar and abolished titles of nobility. In economics, Lenin recognized the need for changes and introduced the New Economic Policy. Under the NEP, the state retained ownership and control of large industries. The state also controlled transportation and foreign trade. A tax in kind, payable in grain, was levied on the peasants, who could then sell their surplus produce on the market, which provided the peasants with an incentive to produce more. Peasants were also permitted to rent additional land and to hire labor. Len ins political policies included dissolving the constituent assembly after just one session. Lenin also organized a secret police force, know as the Cheka, to combat counterrevolutionary activity. By dissolving the constituent assembly and establishing a secret police, Lenin began the process of creating a Bolshevik dictatorship to replace the autocracy of the tsars. In 1924, Lenin died from stroke and was replaced by Stalin. Like Lenin, Stalins social policies were to get rid of religion. In 1929, the government again struck at religion. Many churches, synagogues, and mosques were closed or put to other uses. Schools, w...

Art History Video Essay Example | Topics and Well Written Essays - 500 words

Art History Video - Essay Example It appears dark, but this is not due to its lack of maintenance but since it is made out of porous sandstone. Stained glass windows are also a prominent feature in the video. The bells of the cathedral are also evident in the video, and some appear very heavy yet fascinating. Tower stairs of the cathedral have been portrayed to be extremely steep, but still they leave a very great impression on the writer. Generally, the view of this huge Church is very breathtaking; its large size, well painted windows on the outside, deep stairs and the general breathtaking. This cathedral has also has beautiful mosaic patterns and an overall grandeur. Built at around the 12th and 13th centuries, the cathedral is one of German’s greatest architectural constructions. This masterpiece is situated at the heart of Cologne, and it is the third tallest cathedral all over the world. Its construction began in 1248 and then it took a total of 600 years for the cathedral to be completed. It was completed in 1880. The building was constructed so remarkably in such a way that, even in the Second World War when German cities were flattened by bombings, the cathedral still remained, standing tall. The cathedral has many treasures but the four principle treasures are the shrine of the three holy kings, Gero Cross, Modern Mosaic Glass Window and Milan Madonna. What is striking about this cathedral is its gigantic size that it has occupied in the center of the city of Cologne. This has given it aesthetic value, but the windows have been decorated amazingly which has added to the aesthetic value of the building. Building projects nowadays and in the Middle Ages are very different. In the present world, housing projects are a very common occurrence and it takes a few years to complete the construction. However, Cologne Cathedral took a total of about 600 years which implies that considerable amounts of energy and hard labor were used in ensuring

NMR Lab Report Example | Topics and Well Written Essays - 250 words

NMR - Lab Report Example Hydrogen bonding stabilizes the enol form in polar solvents contrary to the non-polar solvents that lack hydrogen bonding. Stabilization of the enol form is attained by intramolecular hydrogen bonding. The HNMR spectrum for compound CH3OH display two peaks with a chemical shift of 4.9287 and 3.3721 and integration of 1 and 3 respectively. The computed equilibrium constant for acetylacetone in CCl4 is higher than the equilibrium constant for acetylacetone in CH3OH. The equilibrium constant for acetylacetone in CCl4 is higher than that in CH3OH because it is a non-polar solvent. The equilibrium constant is a ratio of the quantity of enol form to the quantity of keto form. Therefore, the quantity of keto form is inversely proportional to the equilibrium constant. The keto form increases with increase in solvent polarity because keto is favored by hydrogen-bonding solvents. The CH3OH compound used in this experiment display only two peaks in the NMR spectrum. The spectrum lacks the OH peak thus gives a slightly lower keto form than expected. The main factor in stabilizing any form is the intermolecular hydrogen bond. From research, the polar solvent has the capability of establishing two intermolecular bonds in one molecule and the non-polar solvent establishes only one intermolecular hydrogen bond. (Malcolm). However, in this case, the polar solvent only establishes one intermolecular hydrogen bond. The temperature affecting the equilibrium constant is related to the equilibrium change in enthalpy to that of

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