Wednesday, October 30, 2019
Listening assignment Essay Example | Topics and Well Written Essays - 250 words - 1
Listening assignment - Essay Example The piano provides a quirky and unique harmony which helps to push the limits of the jazz composition beyond what had been there before bebop. The focus of the drummer is on using the cymbal as the main element for time-keeping in his drum set. This has served to allow a more flexible and freer sound which in turn gives the soloist room in which he experiments and with the rhythm. The end result is a very unique collaboration between the drummer and the soloist. In my opinion, the solo is very successful as it is done in a very ingenious way leading the whole band in the creation of the rhythmic melody that is so mellow and captivating. The description of the melody as being cool is very accurate and on point. The solo progresses through the whole performance through an intricate build up that starts off a bit slow and mellow and has several crescendos in the course of the performance until it reaches the climax where it becomes the most dominant melody in the whole rhythm guiding the listeners all along the performance in an entrancing and captivating dominating performance which still allows for the other melody components to shine through. The bebop rhythm runs through the performance and it is the clearest example of how the bebop era began in jazz music. The composition is soul full and very inspirational as well and the instrumentation is perfect and deserves to be taken as the trend setting performance it
Monday, October 28, 2019
Admission Seeking Interviews Essay Example for Free
Admission Seeking Interviews Essay There are several reasons why a person would consider and actually go through with committing fraud. It could be due to a perceived pressure, for example financial problems, abuses like drugs or alcohol, pressure from superiors, or simply because the individual is a disgruntled employee who thinks the company â€Å"owes them†. Or the reason could be they want to increase their lifestyle like â€Å"keeping up with the Joneses†. Other pressures could come from superiors who coerce employees to go along with the fraud or lose their jobs. Fraudsters rationalize their misdeeds with thoughts like; they will replace the stolen asset in the near future before anyone notices, or maybe the boss is doing it so why can’t I? Higher level employees like the CEO may rationalize that stock prices will be higher if they manipulate the financial statements, after all who they are hurting? It all comes out in the wash, right? Creative accounting is all it takes and adjustments could be made in the future to remedy this year’s fraud. Individuals who do a fraudulent act typically have the opportunity to commit the fraud. It could be because of shoddy internal controls; even with good internal controls a determined person could find a way to override them. A CEO or manager may think they are high enough on the totem pole that no one would question their antics. Once a fraud has been discovered or reported the fraud examiner must do his/her homework. They must secure data and documents to determine if a fraud has actually happened. Once all the evidence has been gathered about the crime and the subjects background has been determined the fraud examiner sets up an appointment which could be a planned or spontaneous event. He/she would interview the interviewee using a variety of techniques and executing objectivity, fairness and professionalism at all times. The subject who thinks the interviewer is out to help them and does ot judge their misdeeds would be more forthcoming with information so it is important that the interviewer thanks the person periodically offers breaks and concessions lie coffee or a drink. Once it has been determined that the subject was involved through investigation and preliminary interviews the examiner would sympathize with the subject stating such things as â€Å"anyone would do that in your position†. It is important that they establish a rationalization and motive for the fraud. The fraud examiner could produce other witness’ statements to try to get the subject to reveal their motive. Once the motive or rationalization is uncovered it would be important to discover how the act took place. What opportunities did the subject have to commit the crime? Examples could be poor internal controls, management that was lax, or the fraudster was capable of outsmarting his superiors. There are many recommended methods to have a successful interview. Each case is unique and has to be handled in a different way, but the outcome is pretty much the same. The purpose to an admission seeking interview is to determine how it was done, opportunity, why it was done, rationalization, and finally what made the person do it, perceived pressure. In closing, people are complex and unique in their make-up; there is no mold or template that determines who will commit a fraud or why they may do it. Not all people that have pressures for example sole providers of a struggling family, or can rationalize a reason, or have the opportunity will commit a fraudulent act. Basically we all have to live our lives under a certain code of conduct. People who deviate from the honest worker lack morals in my opinion. It is up to the examiner to uncover the truth. The fraud triangle is a helpful tool that gives a standard of the typical fraudster. Classifying potential pressures, opportunities, or probable rationalizations and by using the techniques of a successful interviewer one should net the desired result in determining if the subject is indeed guilty or just being set up by the whistleblower for whatever reason.
Saturday, October 26, 2019
Short Story/film Analysis :: essays research papers
Short Story/Film Analysis                                    Aric McDonald                                    Short Story/Short Film                                    Comm. 411-35 11:30-12:45                                    Spring 1997 The three short stories are similar because they all involve jealousy. This type of jealousy surrounds the main characters who are envious of the achievements or the attention that another man receives. The first story is about an old man who is taking his wife on a second honeymoon when she encounters an old suitor, creating jealousy for the husband. In the second story, the jealousy surrounds Smurch who is envious of Charles Lindbergh's fame and accolades. The jealousy in the final story is the envy of the attention that any man with fame can receive from a woman. Each person's own insecurity allows envy to control their actions and creates trouble in their lives. The three stories all have jealousy, in some it is more clear than others. Jealousy lead two of the characters to make a fool of themselves, and it cost another character his life. In the first story, Charley took his wife Lucy on a second honeymoon, or Golden Honeymoon, as it is titled. While they are in St. Petersburg Fla., Mother was at the doctors office and began a conversation with a lady, only to discover that she is Mrs. Frank M. Hartsell, Lucy's ex-fiancee. This made Charley uncomfortable because he had rivaled Frank for Lucy's hand in marriage. A story that began as a second honeymoon for Lucy and Charley, became a jealous contest between two men. This reminds me of the movie, Grumpy Old Men, because of the unofficial mini contests that the two men have with each other. Comparing the film and the book, they were very similar except the sequence of events were different. In the story, The Greatest Man In The World, Smurch was jealous of the fame and accolades of Charles Lindbergh. Only some members of congress, the President, and the press knew this information. They felt it would be a disgrace to the United States if it was known to the public that this world hero was a man with poor upbringing ,bad manners, and seen as a hooligan. Smurch was not willing to change these traits, so the few officials that knew about them, pushed him out the window saying that he fell on accident. The book and movie had some discrepancies. One was the fuel tanks. In the film, Smurch dropped the tanks almost on top of his crowd, while in the book, he did not drop them at that site. Another contarst between them was after the landing. In the film Smurch was carried off the plane, while in the book he was carried
Thursday, October 24, 2019
An Author and his work A Kid in King Arthurs Court :: essays papers
An Author and his work A Kid in King Arthurs Court An Author and His Work :A Kid in King Arther's Court Research Term Paper An Author and His Work Mark Twain was born Samuel Langhorne Clemens to John Marshal Clemens and Jane Lampton Clemens. He was born on November 30, 1835 in a small city called Florida, Missouri, which had a population of one hundred people. "I increased the population by one percent," he said. "It is more than many of the best men in history could have done for a town†¦" (Cox, 7) Samuel, however did not live most of his life in Florida, but moved around throughout his life. His family moved to Hannibal, MO when he was four years old and that was where he went to school.
Wednesday, October 23, 2019
Shoe Industry
The sole is the bottom part of the shoe. Also referred to as the â€Å"outsole†of the shoe, this is the part that comes in direct contact with the ground. Outsoles can be made of a variety of materials, including leather and rubber. Certain types of soles provide more traction than others, by using specific materials or designs. A ballroom dancer might prefer a shoe with a smooth leather outsole, as it's easier to turn and glide in, while a hiker needs an sole that is thick, durable and waterproof. The sole of the shoe is often the part that will wear out first, but some shoes can be resoled by a shoe repair shop. 1 TRENDS From stickers to paint-your-sole kits, the bottom of your footwear is now the place to customize, personalize or imitate top designers. The trend started a few years back when women realized they could emulate renowned shoe designer Christian Louboutin’s famous red soles by painting the bottoms of their shoes red with ordinary paint or nail polish. One U. K. ardware store recently reported that sales of red paint have surged 40 percent over last year, thanks to customers looking to recreate the look on lower-cost heels. Topshop Louboutin’s soles, which instantly identify the brand, have even sparked lawsuits around the world, with Louboutin trying to protect his look. Now other designers are cashing in on the trend, trying to set themselves apart by coming out with soles in their own unique colors, like designer Chloe Green's line for Topshop th is spring, which featured light green soles. Rosso Solini. Footwear accessory brand Rosso Solini's sole stickers are less about imitating a designer look than about standing out from the crowd. In addition to its uber-popular firetruck red, Rosso Solini offers a range of 20 stickers in animal patterns, glitter and other bright colors, like blue, which has proved to be a big hit with brides. â€Å"With Rosso Solini, people can easily make a simple shoe look more expensive, or dress up their favorite pair of old shoes,†founder Tara Haughton, 17, told TODAY. com. â€Å"You can put it on yourself, it’s easy to try and affordable. †Haughton, who lives in Ireland, designed the stickers as part of a school project, and two years later the company has customers in 22 countries through its website, with its biggest fans in Brazil. Haughton will mark her official U. S. debut with an appearance on QVC Sept. 4, selling her set of three instant shoe soles ($26, rossosolinishop. com). The stickers are made with 3M materials and some of the packs include a knife for cutting around the adhesive. â€Å"Personalization is becoming more and more prevalent, and in fashion in particular,†Marshal Cohen, chief retail analyst at NPD Group, told TODAY. om. â€Å"People used to be able to splurge, but with today’s economy, consumers are saying, ‘Forget that; I will just paint my soles red. ‘ In addition, people don’t necessarily want to look like everyone else. This trend toward customizing soles isn’t just about looking impressive, but about the ability to make something unique. †SAVE YOUR SOLE For others who want a more designer look, many shoemakers in large cities like New York and Los Angeles offer the option of fitting red soles. Or you can turn to Save Your Sole, which sells shoe soles and paint in nine colours, including cream, blue, and its ever-popular red. The soles need to be attached by a shoemaker, but the colour will last until the sole wears out, unlike paint, which can flake off after a short walk on the pavement. Save Your Sole founder Amanda Collins started the company two years ago to save her own trove of designer shoes, and quickly expanded the business, with the U. S. soon to overtake the U. K. as her biggest market. Sales of her Red Sole Gift Set, which includes red soles, touch-up paint and a paintbrush, have increased by 25 % in the last month alone (SaveYourSole. co. uk, $45. 95). Clearly getting in on the hot trend, TODAY's Matt Lauer shows Al Roker the bright orange soles of his shoes. In the coming months, the company will release other colors like pink and purple, and she's now in talks with Saks Fifth Avenue, Barneys and other high-end retailers about stocking her products. 2 OBJECTIVES ISSUES Every pair of Ecco's I've had cracked. I had a pair of their â€Å"dress shoes†, they were pretty bad. Also have had 3 pairs of the Ecco â€Å"Trek†shoes (goretex hiking shoes)†¦ they cracked as well†¦. you can get them replaced but they do crack at about 2 years (think they're about $75 to do so). I bought them at nordstrom, complained and they gave me a new pair though. It is a manufacture defect, not one of use (since the traction was in good condition). – Xericx I bought a pair of Ecco â€Å"City†bluchers sometime around 2002 and only wore them three or four times. Got them on sale and meant to use them in the rain or traveling. I packed them away in their box and stored them in my closet for about four years because I didn't like them very much. I finally got around to wearing them again. On their first day out, I noticed a funny feeling and when I checked the bottom of one of my shoes, I found that much of the heel and other parts of the sole had disintegrated into pieces, pretty much like crumbling a styrofoam cup. Weirdest thing I've ever seen happen to a shoe. Kind of funny to see shoes that still looked brand new, too early to really even develop significant creases, and have the sole fail like that. Perhaps I could/should have done something else but I was so angry I tossed the shoes into the trash when I got home. – eighty-sixed Ecco's niche is comfort. When you try them on in a store they feel great. However, the soling material that they use tends to dry out quickly. When that happens the sole cracks or disintegrates. For those with Ecco's don't store them above normal heat or cold. That speeds up the deteriorating process. Also, try to wear them regularly. -nick v. CONTRIBUTIONS Rocker sole shoes have long been known for their therapeutic benefits. They can protect the heels and the balls of the feet from repetitive impact with concrete and hard surfaces. They can be helpful for those suffering from heel and arch pain. They can also be helpful for those suffering from arthritis in the big-toe-joint (hallux rigidus). They promote good posture and can improve circulation. Rocker soles tend to engage core muscles and can improve proprioception. But rocker sole shoes are not for everyone. If you have problems with vertigo or dizziness, for example, a rocker sole shoe may not be appropriate.
Tuesday, October 22, 2019
Watch Your Back essays
Watch Your Back essays A wise man once said do unto others as you want them to do to you. This golden rule is a lesson we have all been taught since we were children. If you are nice to someone, chances are they will be nice to you. Well, how does one respond when the opposite occurs? When one is decided by society to be different and therefore, treated unfairly, based on their appearance or on their ways of life. If one is only treated with disrespect and malice, then one will act out only with disrespect and malice. When pushed to the limit, people snap. It happens every day - the Columbine shootings, cases of abused people getting even. Past experiences cause them to act out irrationally, and it is not their fault. In Mary Shelleys Frankenstein, this theory is proven by the creature throughout the novel. Every time he comes in contact with a human, he is hurt, emotionally and physically, and therefore acts the only way he was treated, causing the same amount of pain and suffering he has had t o endure. The first example of the creatures rejection (and the start of his demise) is the day of his creation. As soon as Frankenstein lays eyes on him, he runs away, leaving the creature to fend for himself. Frankenstein tries to sleep it off, but the creature finds him, instinctively, the way a baby duck can find its mother. Frankenstein beheld the wretch, and he escaped and rushed down stairs (935). He left the creature while a grin wrinkled [the creatures] cheeks and one arm was stretched out, seemingly to detain [Frankenstein] (935). Obviously the creature was trying to communicate and start a relationship with his creator, but was shut off before he even had a chance. Frankenstein interpreted the creatures actions the wrong way; the outstretched arm could only mean the creature wanted to be accepted, wanted to be loved, especially by its...
Monday, October 21, 2019
How to Manage and Identify Pin Oak
How to Manage and Identify Pin Oak Pin oak or Quercus palustris is named for a characteristic where small, thin, dead branches stick out like pins from the main trunk. Pin oak is among the most widely planted native oaks in the urban landscape, the third most common street tree in New York City. It tolerates drought, poor soils and is easy to transplant. It is popular because of an attractive shape and trunk. The green, glossy leaves show brilliant red to bronze fall color. In many cases, the pin oak can tolerate wet sites but be careful to manage watering and avoid wet sites. Specifics on Quercus Palustris Scientific name: Quercus palustrisPronunciation: KWERK-us pal-US-trissCommon name(s): Pin OakFamily: FagaceaeUSDA hardiness zones: USDA hardiness zones: 4 through 8AOrigin: native to North AmericaUses: large parking lot islands; wide tree lawns; recommended for buffer strips around parking lots or for median strip plantings in the highway; tree has been successfully grown in urban areas where air pollution, poor drainage, compacted soil, and/or drought are common. The Pin Oak Cultivars The lower branches on pin oak cultivars ‘Crown Right’ and ‘Sovereign’ do not grow down at a 45-degree angle as does the non-cultivar. This branch angle can make the tree unmanageable in close urban settings. These cultivars are thought to be better suited than the natural species as street and parking lot trees. However, graft incompatibility often leads to future trunk failure on these cultivars. Description of Pin Oak Height: 50 to 75 feetSpread: 35 to 40 feetCrown uniformity: symmetrical canopy with a regular (or smooth) outline and individuals have more or less identical crown formsCrown shape: pyramidalCrown density: moderateGrowth rate: mediumTexture: medium Leaf Details Leaf arrangement: alternateLeaf type: simpleLeaf margin: lobed; partedLeaf shape: deltoid; oblong; obovate; ovateLeaf venation: pinnateLeaf type and persistence: deciduousLeaf blade length: 4 to 8 inches; 2 to 4 inchesLeaf color: greenFall color: copper; redFall characteristic: showy Trunk and Branches Can Be a Problem Trunk/bark/branches: bark is thin and easily damaged from mechanical impact; droop as the tree grows and will require pruning for vehicular or pedestrian clearance beneath the canopy; should be grown with a single leaderPruning requirement: needs little pruning to develop a strong structureBreakage: susceptible to breakage either at the crotch due to poor collar formation or the wood itself is weak and tends to breakCurrent year twig color: brown; greenCurrent year twig thickness: thin Pruning May Be Necessary Lower branches on a pin oak will require removal when used as a street or parking lot tree as they tend to droop and hang on the tree. The persistent lower branches can be attractive on a roomy large open lawn because of its picturesque habit when open-grown. The trunk is typically straight up through the crown, only occasionally developing a double leader. Prune any double or multiple leaders out as soon as they are recognized with several prunings in the first 15 to 20 years after planting. Pin Oak Environment Light requirement: tree grows in full sunSoil tolerances: clay; loam; sand; acidic; extended flooding; well-drainedDrought tolerance: moderateAerosol salt tolerance: lowSoil salt tolerance: poor Pin Oak - The Details Pin Oak develops nicely on moist, acid soils and is tolerant of compaction, wet soil, and urban conditions. When grown in acidic soil, pin oak can be a handsome specimen tree. The lower branches tend to droop, middle branches are horizontal and branches in the upper part of the crown grow upright. The straight trunk and small, well-attached branches make Pin Oak an extremely safe tree to plant in urban areas. It is extremely vigorous as far south as USDA hardiness zone 7b but may grow slowly in USDA hardiness zone 8a. It is very sensitive to soil pH above the high 6’s. It is water tolerant and is native to stream banks and flood plains. Pin Oak grows well in areas where water stands for several weeks at a time. One of the adaptive mechanisms of Pin Oak is a fibrous, shallow root system which allows it to tolerate flooded soil conditions. But as with any other tree, do not plant it in standing water or allow water to stand around the roots until the tree has become established in the landscape. Several years are needed after transplanting for the tree to develop this type of adaptive root system, and subjecting it to flooding too early could kill it. Plant trees in a slightly raised mound or bed if the soil is poorly drained.
Sunday, October 20, 2019
Free Essays on Bill Clinton
Born on Aug. 19, 1946, in Hope, Ark., William (Bill) Jefferson Blythe IV grew up in a troubled home. His father had died in an automobile accident three months before his son's birth, and his mother later was forced to leave her two-year-old son with his grandparents when she moved to New Orleans to pursue her nursing studies. The family settled in Hot Springs, Ark., after his mother married Roger Clinton, whose surname Bill later adopted. As a young man, Bill was determined to succeed and frequently earned academic honors, including selection as a delegate to the American Legion Boy's Nation program in Washington, D.C., where the 16-year-old Clinton met Pres. John F. Kennedy and determined to embark on a political career. Attending Georgetown University to study international affairs, Clinton served as an intern for Sen. J. William Fulbright of Arkansas before receiving his B.S. degree in 1968. After winning a Rhodes scholarship to Oxford University, Clinton returned to the United States to enroll at Yale Law School. In 1972 he helped to manage presidential candidate George McGovern's Texas campaign. After graduating from law school in 1973, Clinton returned to Arkansas to teach and to plan his political career. On Oct. 11, 1975, he married Hillary Rodham, a fellow law student he had met at Yale. After 12 years of Republican control of the presidency, Clinton came to office amid high expectations for fundamental policy change. Early in his administration he reversed a number of Republican policies. He ended the federal prohibition on the use of fetal tissue for medical research, repealed rules restricting abortion counseling in federally funded health clinics, and used his appointment power to fulfill a promise to place many women and minorities in prominent government positions. Although backed by a Congress controlled by the Democratic party, Clinton found it difficult to change the course of national priorities during his firs... Free Essays on Bill Clinton Free Essays on Bill Clinton Bill Clinton President Clinton was born William Jefferson Blythe IV on August 19, 1946 in Hope, Arkansas.President Clinton was born three months after his father died in a traffic accident. When he was four years old, his mother wed Roger Clinton, of Hot Springs, Arkansas. In high school , he took the family name. He was a smart student. He was a very good saxophone player and once considered becoming a professional musician. As a member of the Boys Nation while in high school, he met President John Kennedy in the White House Rose Garden. Ever since that day he wanted to become President. Clinton graduated from Georgetown University and in 1968 won a Rhodes scholarship to Oxford University. He received a law degree from Yale University in 1973 and entered politics in Arkansas. He was defeated in his campaign for Congress in Arkansas’s Third District in 1974. In 1975, he married Hilary Rodham. Hilary graduated from Wellesley College and Yale Law School. Clinton was elected Arkansas Attorney General in 1976 and won the governship in 1978. In 1980, Chelsea their only child was born. Clinton and his running mate, Tennessee’s Senator Albert Gore Jr., who a t the time he was 44, represented a new generation in American political leadership. For the first time in 12 years the same party held both the White House and Congress. He was the first Democratic President since Franklin D. Roosevelt to win a second term. He could point to the lowest unemployment rate in modern times, the lowest inflation in 30 years, the highest home ownership in the country’s history, dropping crime rates in many places and reduced welfare roles. In 1998, as a result of issue surrounding personal indiscretions with a young woman White House intern. Clinton became the second U.S. president to be impeached by the House of Representatives. He was tried in the Senate and found not guilty of the charges brought against him. He apologized to the nation for his... Free Essays on Bill Clinton Bill Clinton Introduction Born on Aug. 19, 1946, in Hope, Ark., William (Bill) Jefferson Blythe IV grew up in a troubled home. His father had died in an automobile accident three months before his son's birth, and his mother later was forced to leave her two-year-old son with his grandparents when she moved to New Orleans to pursue her nursing studies. The family settled in Hot Springs, Ark., after his mother married Roger Clinton, whose surname Bill later adopted. As a young man, Bill was determined to succeed and frequently earned academic honors, including selection as a delegate to the American Legion Boy's Nation program in Washington, D.C., where the 16-year-old Clinton met Pres. John F. Kennedy and determined to embark on a political career. Attending Georgetown University to study international affairs, Clinton served as an intern for Sen. J. William Fulbright of Arkansas before receiving his B.S. degree in 1968. After winning a Rhodes scholarship to Oxford University, Clinton returned to the United States to enroll at Yale Law School. In 1972 he helped to manage presidential candidate George McGovern's Texas campaign. After graduating from law school in 1973, Clinton returned to Arkansas to teach and to plan his political career. On Oct. 11, 1975, he married Hillary Rodham, a fellow law student he had met at Yale. After 12 years of Republican control of the presidency, Clinton came to office amid high expectations for fundamental policy change. Early in his administration he reversed a number of Republican policies. He ended the federal prohibition on the use of fetal tissue for medical research, repealed rules restricting abortion counseling in federally funded health clinics, and used his appointment power to fulfill a promise to place many women and minorities in prominent government positions. Although backed by a Congress controlled by the Democratic party, Clinton found it difficult to change the course of nationa... Free Essays on Bill Clinton Born on Aug. 19, 1946, in Hope, Ark., William (Bill) Jefferson Blythe IV grew up in a troubled home. His father had died in an automobile accident three months before his son's birth, and his mother later was forced to leave her two-year-old son with his grandparents when she moved to New Orleans to pursue her nursing studies. The family settled in Hot Springs, Ark., after his mother married Roger Clinton, whose surname Bill later adopted. As a young man, Bill was determined to succeed and frequently earned academic honors, including selection as a delegate to the American Legion Boy's Nation program in Washington, D.C., where the 16-year-old Clinton met Pres. John F. Kennedy and determined to embark on a political career. Attending Georgetown University to study international affairs, Clinton served as an intern for Sen. J. William Fulbright of Arkansas before receiving his B.S. degree in 1968. After winning a Rhodes scholarship to Oxford University, Clinton returned to the United States to enroll at Yale Law School. In 1972 he helped to manage presidential candidate George McGovern's Texas campaign. After graduating from law school in 1973, Clinton returned to Arkansas to teach and to plan his political career. On Oct. 11, 1975, he married Hillary Rodham, a fellow law student he had met at Yale. After 12 years of Republican control of the presidency, Clinton came to office amid high expectations for fundamental policy change. Early in his administration he reversed a number of Republican policies. He ended the federal prohibition on the use of fetal tissue for medical research, repealed rules restricting abortion counseling in federally funded health clinics, and used his appointment power to fulfill a promise to place many women and minorities in prominent government positions. Although backed by a Congress controlled by the Democratic party, Clinton found it difficult to change the course of national priorities during his firs...
Saturday, October 19, 2019
Asses whether it is accurate to label the american revolution as a Essay
Asses whether it is accurate to label the american revolution as a political revolution and the french revolution as a social revolution - Essay Example in rebelling against despotic structures and systems were witnessed in Europe and beyond; citizens rose up together to overthrow unpopular tyrannical regimes leading to a complete transformation. U.S and France are among the countries that witnessed remarkable revolutions. As indicated, revolutions can be generated and developed based on social or political grounds or both. The question that has puzzled many is the nature of the revolutions that occurred in America and France; whether they were social or political revolutions. The question is, was the American Revolution a political revolution? What about the French revolution, was it a social revolution? This paper aims at assessing evidence to prove that indeed the American Revolution was a political one while France, on the other hand, experienced social revolution. While there are many similarities in the two revolutions, what stands out is that American upheaval was politically driven unlike the French one that saw an uprising in response to inadequate social order and stability (Editorial Notes, 1959). One thing that distinctly justifies the American Revolution as politically instigated was government instability at that time. The gravity with which demonstrations were organized to overthrow the British regime justifiably attributes this revolution to political causes. The American colonialist sought to scrap the British oppressive systems that levied high taxes from the citizenry. 1776 was the year when Americans said enough was enough for political oppression leading to the transformation of political structures in the country. The French Revolution, however, was primarily based on the poor social structures and systems. Although it had shreds of political motives, the prime reason for effecting change was to revolutionize the existing social order (Cogliano, 2010). The France’s social stratification in three distinct estates brought up feuds. The larger estates that comprised of a large population
Friday, October 18, 2019
Power of Media Essay Example | Topics and Well Written Essays - 1250 words
Power of Media - Essay Example Contrary to public perception, â€Å"convergence culture†is not limited to only participating in online voting or phoning in your votes for the latest talent competition on television. Although it is true that the activity is all-inclusive, it does not signify a convergence of any cultural sort. Rather, a mass protest rally in front of an embassy, declaring sentiments against a popular problem or plan of action could be more considered as an example of â€Å"convergence culture†. â€Å"Convergence culture†is the modern way by which our society is being shaped by a new generation of movers and thinkers. While we used to be a culture defined by what the powers that be in mass media such as radio and television say we should be, now we find that people have the actual ability to buck at such dictates already. Instead, people are dictating who they are and what they will be with the help of modern digital communication gadgets. Cellular phones now allow for mass sh aring of information between people faster than a television or news broadcast. Everything these days happens in real time, with various people sharing their experiences across the world by simply a point, click, and send on their phones, laptops, and other portable media devices. In such instances, this collective sharing of events, although depicting various points of view, all dictate the definition of what â€Å"convergence culture†is all about. Basically, â€Å"convergence culture†is not bound by the same restrictions that normal media practitioners must adhere to. Fan fiction writing and blogging are some examples of a method by which people continue to promote ideas and items that they have come to know and love but without the manipulative hand of the owners of the product. An act which, although frowned upon by most media big wigs, has proven to be the new way through which promotional activities can actually gain a longer life span that could oftentimes, su rpass the lifetime of the product or movie being promoted as well. It is because of this emerging power of the new digital media technology that the old guards, the newspaper and book publishers, the movie producers, and they're like, are all in a quandary as to how to position themselves in this new era of promotional activity and news sharing. You see, as Jenkins claimed in his paper, When people take media into their own hands, the results can be wonderfully creative; they can also be bad news for all involved. (par. 39). We have seen the ways through which the regular news sources have become all but obsolete in our modern world. The troubles in the Middle East that escalated in momentum and action this year alone showed that Twitter and Facebook are far more effective information dissemination tools when it comes to news reporting.
Human behavior Essay Example | Topics and Well Written Essays - 2000 words
Human behavior - Essay Example Thus individuals’ omissions either willfully or accidentally in their actions have contributed to devastating occurrences. Common place accidents such as leaving an iron box on, a dropped cigarette or an electric heater left too close to flammable material have been reported to be major cause of fire fatalities in private residences (Grosse and Malvern, 2004). Consequently, most cigarettes’ related fires begin as a result of the smoker’s carelessness. Similarly, electricity is another commonly reported cause of fire in residential places due to human errors. This has been explained by (Grosse and Malvern, 2004) as emanating from either blown fuses or over warming of hot plugs and sockets. Faulty electrical wiring with exposed naked wires in the wall due to poor workmanship has also been reported to result in short circuiting, consequently starting a fire. Moreover, numerous reports have variously faulted the habit of leaving appliances like lamps, ovens and even baby monitors unplugged for over 24 hours a day. Grosse and Malvern (2004) explain that these implements have occasionally shorted out starting a fire. In the same vein, leaving fireplaces and heating devices such as pots, burners, stoves and lighted candles unattended in rooms have frequently resulted in devastating consequences according to the views of Duncan (2005). Research findings have associated majority of these causes to particular rooms in private residences. Duncan (2005), Elaine (2000) and Grosse and Malvern (2004) have variously demonstrated that the kitchen is the number one cause of domestic fires since it contains numerous hazardous items like the frying pans that can cause fire easily. Furthermore, majority of the mentioned risky items are probably stored in the kitchen. Overloading extension cords in the bedroom with electrical devices such as electric blankets or warmers and heaters with no lab-approval have significantly increased fire risks in the bedroom
Thursday, October 17, 2019
I want to you to write about democracy in the USA Essay
I want to you to write about democracy in the USA - Essay Example In addition, they want governmental framework that will safeguard liberty and ensure the rule of law prevails over the current will of the people, a circumstance which would be termed a true democracy. The system of government in the U.S. is often called a democracy which is misleading and does not represent the true ideals of the country. The aspect of a republic, one that makes the system historically significant, is that is actually in opposition of a true democracy where the will of the majority would infringe upon the rights of the minority. The American Revolution was fought for three main reasons. The elite class sought self-governance, separate from Britain, so they could control the colonies themselves in order to further their self interests. They also wanted to keep slavery and take more land from the Native Americans. Britain was leaning toward abolishing slavery and had outlawed seizing land. George Washington is a prime example of those moneyed elite. He owned hundreds of slaves and was a land speculator. The Founding Fathers’ goals were not as altruistic as many history books describe them. However, they needed the common man to fight the war so they were forced to cede some power to them in the form of democratic principles. Neither the Constitution nor Declaration of Independence contains the word democracy. In fact the Founders often spoke out against the concept. Thomas Jefferson spoke of the â€Å"tyranny of the majority.†A Massachusetts Delegate to the Continental Congress, Elbridge Gerry, cautioned against an â€Å"excesses of democracy.†Future first Secretary of the Treasury Alexander Hamilton, who advocated a restricted monarchy, declared that the people â€Å"seldom judge or determine right.†Virginia Governor Edmund Randolph wanted a government that would â€Å"restrain the fury of democracy.†(Marriott, 2003). It was obvious to the Founders that the majority would vote for whatever it
How horses were used in world war one Essay Example | Topics and Well Written Essays - 750 words
How horses were used in world war one - Essay Example The perceived value of animals in wars which had always been gigantic prior to WWI went through some changes. However, saying that horses did not play a valuable role in this war would be empty mockery. This paper aims to establish this opinion that WWI hugely influenced human and animal interrelationships by the way horses were used in the war. It will also highlight different ways in which horses were used. This paper purposed to explain the interrelationship between humans and horses and ascertain that indeed this interrelationship still exists and is still important. Horses are strong animals. They are able to travel great distances, carry heavy loads, endure long hours of travel and work, that cannot be managed by human beings. They are fast compared to human beings and thus were majorly used in sending messages. History shows that cavalry units or warriors mounted on horseback formed an essential constituent of a military force. It is claimed that â€Å"the best horses were taken by the cavalry†(Breverton). The greater the number of horses, the stronger a military force was considered. This is before the vulnerability of animals to modern artillery was much of an issue. However, horses continued to be used in WWI because warfare was also going through important changes in this time period. Warfare used in WWI had not been used before, so not much was known by the combatants about the vulnerability of animals before machine guns or tanks. It should be remembered that this war changed the concept of armed conflict. This is because it rep resents a very important transition from the use of horses to modern artillery. WWI was started with cavalry forces, but the favor shifted from horses to machine guns over passing time. This shift also occurred because â€Å"supplying the fodder for horses and mules was a permanent problem†(Breverton). WWI marks a transition period in human and animal interrelationships. This means that humans did not use horses as
Wednesday, October 16, 2019
I want to you to write about democracy in the USA Essay
I want to you to write about democracy in the USA - Essay Example In addition, they want governmental framework that will safeguard liberty and ensure the rule of law prevails over the current will of the people, a circumstance which would be termed a true democracy. The system of government in the U.S. is often called a democracy which is misleading and does not represent the true ideals of the country. The aspect of a republic, one that makes the system historically significant, is that is actually in opposition of a true democracy where the will of the majority would infringe upon the rights of the minority. The American Revolution was fought for three main reasons. The elite class sought self-governance, separate from Britain, so they could control the colonies themselves in order to further their self interests. They also wanted to keep slavery and take more land from the Native Americans. Britain was leaning toward abolishing slavery and had outlawed seizing land. George Washington is a prime example of those moneyed elite. He owned hundreds of slaves and was a land speculator. The Founding Fathers’ goals were not as altruistic as many history books describe them. However, they needed the common man to fight the war so they were forced to cede some power to them in the form of democratic principles. Neither the Constitution nor Declaration of Independence contains the word democracy. In fact the Founders often spoke out against the concept. Thomas Jefferson spoke of the â€Å"tyranny of the majority.†A Massachusetts Delegate to the Continental Congress, Elbridge Gerry, cautioned against an â€Å"excesses of democracy.†Future first Secretary of the Treasury Alexander Hamilton, who advocated a restricted monarchy, declared that the people â€Å"seldom judge or determine right.†Virginia Governor Edmund Randolph wanted a government that would â€Å"restrain the fury of democracy.†(Marriott, 2003). It was obvious to the Founders that the majority would vote for whatever it
Tuesday, October 15, 2019
Environment, More Than Genetics, Shapes Immune System Coursework
Environment, More Than Genetics, Shapes Immune System - Coursework Example It was apparent that some people react strongly to vaccines than others, which causes the production of extra antibodies (Conover, n.p). This explains the variations experienced in the genetic setup of individuals, including identical twins. The article provided additional insights into this week’s reading because it explained the circumstances that influence variability in responses to vaccines. This is because it contains experimental findings that were attained by professional immunologists. The research presented in this article demonstrates a significant advancement in the field because it highlights the various aspects that cause bodies to react separately to antibody production. This is a further advancement in the field to expose more elements that influence reactions to vaccines. The one concern that came to mind after reading the article is how identical twins can record different variations, yet their genetic structure is similar. It does not differentiate from the fraternal twins who can possess varying genetic compositions.
The Pearl Manuscript and medieval visionaries Essay Example for Free
The Pearl Manuscript and medieval visionaries Essay Pearl texts and their surviving manuscripts are the rich heritage property of Middle English poetry. When a war is won, mention of important soldiers and Generals who contributed to the success of the war, if often mentioned and recorded. Similar is the case about the literature. The scholars who read, analyze, interpret and offer their criticism on ancient classics are often remembered by the .literary enthusiasts. So when one talks about the Pearl Manuscript, one remembers Sir Israel Gollancz. His views containing Pearl, Cleanness, Gawain and the Green Knight and Patience are original and noteworthy . His views have contributed much to shape the modern critical perspectives of this great text. The highlight of the poems of the Pearl Manuscripts is the timeless appeal and the inherent capacity to reach the inner realms of the human being with their latent spiritual strength. What makes Gollancz’s editorial achievement exclusive? It is so, because it is comprehensive and well-researched. Gollancz has taken into account all the important aspects of the Pearl Manuscript. His facsimile was reprinted three times since 1923, was reissued in 1971.For the later scholars Gollancz was the inspiration and the base. The audience for these poems is of two categories. The scholars engaged in study and further research on them, and the lay readers. Both owe a debt of gratitude for the enthusiasm and dedication with which Gollancz worked on Pearl Manuscripts. He kindled the interest of both categories in profound riches of the medieval English verse, for the period 1891 to 1940.But for Gollancz’s dedication, the task of going through the Pearl Manuscript in facsimile, would have been difficult. The original version of the Pearl texts and the authentic details of their codex are available at the Manuscript Room of the British Library. The other route to get it is costly and time-consumingâ€â€order copies of individual leaves from the Library’s Photographic Reproductions Office. â€Å"For these major achievements and for the many smaller contributions he made to resolving specific textual problems which vexed scholars of the Pearl poems, I believe the name of Sir Israel Gollancz must be placed alongside those of Sir Frederick Madden and Richard Morris on the list of founders of modern scholarship on the Pearl Manuscripts poems.†(Reichardt†¦) Some examples of the poems are: â€Å"Hope 3e à ¾at He heres not à ¾at eres alle made? Hit may not be à ¾at He is blynde à ¾at bigged vche y3e. (Patience, 123-24)1†(Reichardt..) The narrator of Patience recalls the Psalmist’s words: no one can escape the omniscience of God. Presently, this omniscience of God is related to the faculties of sight and hearing. You can not run away from the realities of life. You have to suffer or enjoy the consequences of your evil or good actions. There is no escape from it because you don’t have a secure place of escape away from the vision of God. Not even a leaf oscillates without His wish. The Creator sees all and hears all. The relationship between man and God is undeniable. All types of manifestations in the world are as per the will and command of God. Wherever we are and whatever we may do, our prime concern should be to exemplify and demonstrate the validity of the power of the Supreme Being. It is no use getting intoxicated by the intellectual achievements disregarding the reality of the Cosmic Supreme. â€Å"BÄ•rÄ «th is the Hebrew word which, in the Old Testament, is applied to ‘the three great covenants established by God at the three critical stages of the history of mankind: the creation, the reestablishment of mankind after the flood, and the birth of the Hebrew nation.’5 The centrality of covenant to the poems in this manuscript is manifest in the inclusion of the stories of both Noah and Abraham in Cleanness.†(www.marginalia) What is a fully imagined devotional response? It is the beginning of the search within.  Action without the motivated desire is possible through the sensory organs as seen in Pearl when the Dreamer approaches Christ. This means God can not be searched in the world outside. He can be realized in the innermost chambers of our heart and that too through a specific procedure. God is not sitting in the sky granting rewards and punishments. â€Å"Delyt me drof in y3e and ere, My manez mynde to maddyng malte; Quen I se3 my frely, I wolde be à ¾ere, By3onde à ¾e water à ¾a3 ho were walte. (Pearl, 1153-56)†(Reichrdt..) Wise people say that a poet sees what the sun can not see! This statement highlights the strength of the power of the narrative imagery. The images created by the poet are as powerful as those seen with the eye, if not more. Spoken words can provide you with some understanding but they can not reveal the truth. The truth can only be experienced, through the inner eye. If one wishes to see and know God, one has to perceive the eternal Divinity within one’s true Self. For that the precondition is to ignite a passionate and inextinguishable thirst to see, know, and realize our eternal Father. Since the dawn of the Creation, the procedure to know God has been one and the same. One’s own inner self is the eternal witness to one’s actions. There is no escape from this position under any circumstances. To watch means to participate. This condition is also in tune with the legal process. A covenant would not be valid without the witness, which ipso facto means that the witness has the perfect understanding of the contract. The witness has truly educated himself as to the true implications of the action. The word education is derived from the root â€Å"edu†, which means to draw out. So what is to be drawn out? It is one’s inherently blocked flow of latent potential including wisdom and creativity that needs to be squeezed out. Here one can understand what Mass implies. It is the enactment of both the spiritual and legal aspects of the covenant. The bread and wine symbolize the body and blood of Christ. In the Sacrifice of the Mass the priest takes recourse to dual actions-affirmative and destructive. A comparison can be drawn here, between the positive and negative tendencies of an individual. He re-enacts Christ’s breaking of the bread at the Last Supper and his immolation in the Passion. The question is how to beat the negative tendencies and how to draw out the celestial flow of dormant potential in every individual. For that, the need is to dig a tunnel right up to one’s core personality. Such a tunneling effect is the outcome of establishing unity between all one’s personality layers while harmonizing each one of them with one’s core personality called Pure Consciousness or Soul, which is the actual reservoir of one’s total potential.  The sum and substance of the Pearl Manuscript is to know and understand one’s inner world, which is the fountainhead of bliss, the communion with it paves the way for eternal happiness. Happiness and melancholy are the outcomes of one’s own positive and negative thoughts respectively. A spiritual flight is an ecstatic transcendental experience carried out by one’s soul. It involves the intermingling of one’s Soul with All-pervading eternal Consciousness. The deeper the Soul delves into the Infinite ocean of Universal Consciousness, the more it gets embellished with the spiritual pearls. This mystical transcendental experience is inexplicable, as it beyond all words, known languages and varied expressions. This is hurdle faced by greatest of the great poets. At this point, the power of poet’s imagery becomes powerless. For, this state can neither be defined nor confined and hence is inexpressible in terms of words and expressions. The best way to know it is through Self-Realization. Such a state is described by Poet Wordsworth in his poem ‘Daffodils’ as â€Å"the bliss of solitude.†Confessio Amantis (The Lover’s Confession) is a Middle-English poem by John Gower. It uses the confession made by an old lover to the Chaplin of Venus. The 33,000 lines poem is one of the great works of late 14th century English literature. The poet was an eminent writer, and belonged to a wealthy family. The contents of the poem again relate to vices and virtues, the sinner and the sinned, the different grades in the society, how the sinner can return to God, how he can obtain pardon by Jesus Christ, and his mother, the glorious Virgin. Probably it was written about 1376-1379.Confessio Amantis is addressed to King Henry IV. The subject dealt with has been called â€Å"In Praise of Peace.†In the conversation between the confessor and the penitent, seven deadly sins are discussed, by tales borrowed from other notable works, including the Bible. The transition from earthly love to higher plane of love is also elucidated. John Gower is no ordinary writer and â€Å"Confession Amantis, is by no means slender, and in some respects will stand comparison with Chaucers admittedly great gifts as a narrator.†(Catholic Encyclopedia) Conclusion The medieval poems have a charm of their own. That was the time the humanity was not affected by materialism, industrial and internet revolution. Rule of the heart prevailed, over the rule of the reason. The Kings and Queens dominated the political scene. Romanticism was part of the life of men in the high society. God and spirituality influenced every segment of the society and every aspect of human life. Human being feared the divine powers and prayed for peace and welfare.                            References Cited: Andrew, Malcolm, Waldron, Ronand; Book: Poems Of The Pearl Manuscript: Pearl, Cleanness, Patience Gawain and the Green Knight (UEP Exeter Medieval Texts and Studies) Paperback: 380 pages Publisher: University of Exeter Press; 3 edition (January 1, 2002) Language: English ISBN-10: 0859897265 ISBN-13: 978-0859897266 Reichardt, Paul F. Sir Israel Gollancz and the editorial history of the Pearl findarticles.com/p/articles/mi_qa3708/is_199504/ai_n8729842/pg_11 33k Cached Similar pages, Retrieved on May 2, 2008 Reading and Believing: Covenant in the Poems of the Pearl Manuscript Gower’s words.. www.marginalia.co.uk/journal/06cambridge/bates.php 37k Cached Similar pages,Retrieved on My 2,2008. CATHOLIC ENCYCLOPEDIA: John Gower The Confession Amantis was translated into Portuguese by Robert Payn.. www.newadvent.org/cathen/06685a.htm 30k Cached Similar pages Retrieved on May 2, 2008
Monday, October 14, 2019
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
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