Religion and Ethnic Diversity Paper Essay Example for Free

Religion and Ethnic Diversity Paper Essay According to Grace Communion International, people of the black churches believed much like the European Americans. They shared the belief that God’s past dealings give light of future life. The black churches tend to see America as the land of captivity rather than the promise land. The black churches shared similar beliefs to other groups but they did not always see quite the same, black churches tend to hold church into the late afternoon and felt they should try to help all members of the church with all aspects of life, other groups did not hold church for many hours. The historically black churches took it upon themselves to care for blacks, not just spiritually but physically as well because they felt they were discriminated against. The churches made it their job to try to care for the people who had no one else to care for them. Many churches offered services to blacks and whites, even though they did this the blacks were still segregated from the whites. It was standard practice for things of this nature to be done before there were churches built specifically for them, some didn’t even allow their presence. The black churches received a lot of discrimination, hatred, and prejudice from the white community. Often times they were not treated equal to white people as they should have been. I feel that reading a little bit about the black churches has given me a lot more history on it but it has not really helped me to understand the religion more than I already did. I have visited a black church and while they do not believe very different they practice their religion very differently. Black of the African decent are otherwise known as African Americans differ from many other groups based on their hair, skin tones, physical appearance, and the way they talk. Black people even have beliefs about how children should be raised and cared for. They may have similar qualities of other groups but there are many more differences. African Americans have had many, many experiences with other groups and how they differ from them and what qualities they display. Blacks are often discriminated against by many groups for the choices they make and the beliefs they practice. Blacks as a group tend to keep to their own and mind their business. Blacks originally over from Africa bring many things to the American culture such as food, clothing styles, music and much more. The African decent in foods has altered spices and more, and clothing varies by pattern and style of clothing but both have made a rather large impact. For many years in history  blacks were made to be slaves and were bought, sold and bartered for in America and even other countries. They were enslaved for a very long time until the north and south finally went to war over the matter and they gained their American right to freedom. Blacks were also segregated from whites for many years. Blacks were very heavily discriminated against by many groups but especially whites. Whites made enslaving blacks very important in their lives, while whites were the main source of slave drivers, there were also very wealthy black people who chose to have black slaves. Blacks received discrimination from many directions. I feel that I already had a very fair amount of information on blacks and the discrimination and prejudice they have received in the past and continue to receive. Blacks are often not given enough credit for all that they have to put up with, but society in my opinion has lightened up tremendously. Prejudice and discrimination in historically black churches and blacks are very similar, they were made to remain segregated for many years, and they were also discriminated against by many especially the whites, both groups revolve around blacks which make the prejudice and discrimination very similar. The prejudice and discrimination that blacks and the historically black church differ in the fact that the churches were not enslaved. There are not that many differences due to the fact that the churches are for the blacks. There are far more similarities than differences in the groups. From my personal knowledge of these two groups I can conclude that blacks are mostly discriminated against by whites, especially further back in history. Other groups discriminate against blacks and the historically black church but whites much more commonly discriminate against them and are prejudice. The more time that passes the better the circumstances become between groups.

Commands to the computer Essay Example for Free

Commands to the computer Essay Function keys across the top Letter keys in the main section A numeric keypad on the right Cursor movement and editing keys between the main section and the numeric keypad. The layout of the letters on a keyboard is standard across many countries and is called a QWERTY keyboard. The name comes from the first six keys on the top row of the alphabetic characters. Some keyboards come with added keys for using the Internet and others have an integrated wrist support. Ergonomic keyboards have been developed to reduce the risk of repetitive strain injury to workers who use keyboards for long periods of time. The computers processor scans the keyboard hundreds of times per second to see if a key has been pressed. When a key is pressed, a digital code is sent to the Central Processing Unit (CPU). This digital code is translated into ASCII code (American Standard Code of Information Interchange). For example, pressing the A key produces the binary code 01100001 representing the lower case letter a. Holding down the shift key at the same time produces the binary code 01000001 representing the upper case letter A. Advantages: Most computers have this device attached to it It is a reliable method for data input of text and numbers. A skilled typist can enter data very quickly. Specialist keyboards are available Disadvantages: It is very easy to make mistakes when typing data in It can be very time consuming to enter data using a keyboard, especially if you are not a skilled typist. It is very difficult to enter some data, for example, details of diagrams and pictures. It is very slow to access menus and not flexible when you want to move objects around the screen Difficult for people unable to use keyboards through paralysis or muscular disorder. Mouse A mouse is the most common pointing device that you will come across. It enables you to control the movement and position of the on-screen cursor by moving it around on the desk. Buttons on the mouse let you select options from menus and drag objects around the screen. Pressing a mouse button produces a mouse click. You might have heard the expressions double click, click and drag and drag and drop. Most mice use a small ball located underneath them to calculate the direction that you are moving the mouse in. The movement of the ball causes two rollers to rotate inside the mouse; one records the movement in a north-south direction and the other records the east-west movement. The mouse monitors how far the ball turns and in what direction and sends this information to the computer to move the pointer. Advantages: Ideal for use with desktop computers. Usually supplied with a computer so no additional cost. All computer users tend to be familiar with using them. Disadvantages They need a flat space close to the computer. The mouse cannot easily be used with laptop, notebook or palmtop computers. (These need a tracker ball or a touch sensitive pad called a touch pad). Trackball A tracker ball, is like an upside down mouse with the ball on top. Turning the ball with your hand moves the pointer on the screen. It has buttons like a standard mouse, but requires very little space to operate and is often used in conjunction with computer aided design. You will often find a small tracker ball built into laptop computers in place of the conventional mouse. Advantages Ideal for use where flat space close to the computer is limited. Can be useful with laptops as they can be built into the computer keyboard or clipped on. Disadvantages Not supplied as standard so an additional cost and users have to learn how to use them a joy stick is simalar to the mouse but turns at the sides a joy stick is used to play computer games it turns in 8 dirtion and is used for controlling things like cars advantge there is an idmete feel of dirction due to the movement of the stick disavantges its hard to controlthey can break ealisy This document was downloaded from Coursework. Info The UKs Coursework Database http://www. coursework. info/ This document was downloaded from Coursework. Info The UKs Coursework Database http://www. coursework. info/ This document was downloaded from Coursework. Info The UKs Coursework Database http://www. coursework. info/ This document was downloaded from Coursework. Info The UKs Coursework Database http://www. coursework. info/ This document was downloaded from Coursework. Info The UKs Coursework Database http://www. coursework. info/ This document was downloaded from Coursework. Info The UKs Coursework Database http://www. coursework. info.

360 Degree Feedback: Analysis

360 Degree Feedback: Analysis 1. Introduction The researcher has highlighted the research question, aim and objectives, before the specific introduction to give a clear picture of the dissertation. 1.1 Research Question To ascertain whether 360 degree feedback could prove to be a promising appraisal mechanism for the staff motivation and development in the current economic crisis and funding cuts? 1.2 Aims and Objectives The research sets out to explore the relevance of 360 degree feedback appraisal system in contrast to the traditional appraisal process currently functional in the library and technical services department of the University. What is 360 degree feedback and in what ways it could prove to be an efficient tool for continuous improvement, development? What is the current functional appraisal technique in the universities library/technical services department and the benefits of introducing 360 degree feedback as an appraisal tool? To analyse the functions/pitfalls of introducing 360 degree feedback within the library/technical services department of the University, with an emphasis on its use for the continuous improvement, development and motivation of the staff. 1.3 Specific Introduction â€Å"University staffs tend to report high levels of stress at the best of times, and academic staffs usually rate their experience of stress as higher than other staff groups in the higher education setting,† (Easton and Laar, 2010). The current funding cuts by the government and the global financial crisis demands a major change in the way various processes function across universities in United Kingdom (UK). The current study is an endeavour to address the numerous limitations in between the traditional appraisal system and the 360 degree tool. The researcher aims to expand the literature that previously exists on the 360 degree appraisal system and to analyse why the gap exists in between both the processes. The researchers primary focus is on the staff motivation and personal development as the key factors that need consideration within the University of Huddersfield. The researcher has given a thorough critical analysis of the 360 degree feedback appraisal system through the review of the academic literature and has focussed on identifying whether or not there are any benefits of using 360 degree feedback over the traditional appraisal systems. As stated by Mason, et.al, (2009), multi-rater feedback is by fa r the best tool for staff development and monitoring effective continuous development in any organisation. Borman, (1997); Javitch and Burke, (1995); Yammarino and Atwater, (1997) state that one of the elementary assumptions of the 360 degree feedback approach is about the employees specific workplace behaviour and when compared to an individuals perception, can act like a catalyst and prove extremely beneficial for enhancing the employees self awareness, self development, motivation and subsequent behavioural change (Church, 2000). Concurrently, Cardy, et.al., (2011), critic that although the evaluation from 360 degree feedback includes feedback from all directions managers, colleagues, customers and the responses from all the point of views propose immense probability for improvement, insight and learning, the feedback from these multiple source seldom agree. On the rating scale, colleagues may rate some characteristics higher while managers may rate those very characteristics lo wer and likewise. The whole prototype of 360 degree feedback interpretation and evaluations can draw a perplexing image of the feedback which will hardly be of any significance to the individual in improving their performance. The underlying rationale of this study has been to evaluate the pros and cons of the traditional appraisal system currently functional in the university, and to analyse by what extent the human resource department, can benefit by introducing 360 degree feedback as their employee appraisal mechanism, especially in relation to the motivation and development of staff. 1.4 Research Plan The below figure (Figure.1) gives a diagrammatic representation of the research plan. The researcher has used the mind mapping technique to construct the research plan (Buzan and Buzan, 2007), which gives a clear picture of how the research task is carried forward as per the time line set by the researcher. The research plan has helped the researcher to carefully pre-plan the actions that needed to be taken during the research. In the following chapters the researcher has critically analysed the 360 degree feedback tool. The literature review covers the latest developments in the 360 degree feedback mechanism along with a thorough comparison with the traditional appraisal system currently functional in the library and technical services department of the University of Huddersfield. The research methodology chapter gives a thorough account of the research design chosen by the researcher, the various techniques used for the research, discussions about the semi structured interviews and questionnaires, followed by the analysis of data, research findings and conclusion. Chapter 2 2 General Literature Review 12-21 2.1 Specific Literature Review 21-27 2.2 Summary of the Literature Review 27 2. General Literature Review â€Å"The way 360 degree feedback is done seems to be critical to successfeedback interventions depend for their effectiveness on the extent to which they augment task motivation and encourage learning, although there are moderating variables such as the nature of the task,† (Kluger and De Nisi, 1996; Tyson and Ward, 2004). 360 degree feedback is an appraisal system used in strategic Human Resource management (HRM) as an intervention and an evaluation technique for personal development of the employees (Cardy, et.al, 2011; Fleenor, 2008; Tyson and Ward, 2004). It has also been referred as the ‘‘vital sign of the modern organization (Fortunato and Smith, 2008; Church and Waclawski, 1998). In this process the employees receive confidential, anonymous response from colleagues, managers, customers, family members etc (Figure 2). About three to five people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. Various authors have outlined that 360 degree feedback is quite effective as it is a non bias process which makes performance management a more objective and fair process (CIPD, 2009), in contrast to the traditional appraisal processes where in a lot depends upon how the appraiser perceives the individual, which can be bias and less transparent. The 360 degree feedback has been used in many organisations for the development of staff members, and the gap in the two appraisal systems is due to the bias nature of the traditional appraisal mechanisms over the transparency of the 360 degree f eedback process. While traditional measures of appraisal systems date back to decades, current literature highlights the multiple developments in the field of appraisal techniques (Dalton, 1996). One among the later developments in the field is the 360 degree feedback appraisal mechanism. This research has explored the relevance of 360 degree feedback appraisal system in contrast to the traditional appraisal process currently functional in the University. Specifically, the author has examined how employee motivation and personal development are affected by 360 degree feedback. The aim throughout the research has been on comparing the traditional appraisal system functional in the University of Huddersfield (UOH) with the 360 degree feedback methodology by exploring how it could contribute in the personal development and motivation of the staff members within the University of Huddersfield. Meyer, (1991); and Folger and Cropanzano, (1998), disagree that evaluations of traditional appraisals are often positively inflated as usually the appraisers are not trained to give negative feedback, and if this is the manner in which the appraisals are conducted then the effectiveness of the performance management process will significantly be undermined (Guangrong, 2010; McCarthy and Garavan, 2001). Therefore one could state that if the tool if used accurately it can provide a non bias and more transparent appraisal system, which may decrease the possibilities of employee dissatisfaction in contrast to the traditional appraisal mechanism, and can emerge as an excellent motivational factor for the employees. As a matter of fact ‘360 degree feedback can significantly enhance the performance management process (Staff360, 2011; CIPD, 2009). However Fleenor, (2008) and Vinson, M.N. (1996) disregards the facts about the effectiveness of 360 degree feedback as people may use their role as a feedback provider as an opportunity to criticize others behaviour at work. According to Chartered Institute of Personnel and Development, (2009) if the 360 degree tool is perceived to be in any way threatening, it can seriously damage both commitment and performance. â€Å"It is important that people receive regular honest feedback on their performance. They should understand how their role contributes to overall organisational aims and objectives and how they are performing against agreed criteria. 360 degree feedback can enhance this process by widening the scope for information from the line manager relationship to embrace a wider range of opinion. However, it is important that this is carried out sensitively and fairly,† (Staff360, 2011). Lepsinger and Lucia, (2009); Fleenor, (2008); Tyson and Ward, (2004) comprehend that there are direct evidences of employees performance improvements from 360 degree feedback appraisal mechanism. Various authors research prove that 360 degree feedback also results in improved customer satisfaction, improved management skills and these improvements motivate the employees to work on their identified strengths and use them for advancement in their carrier (Edwards and Ewens, 1996; Hazucha et al. 1993). Hence, the current study is an attempt to deal with the several limitations, and develop the literature that previously exists on the 360 degree appraisal system and to analyse why does the gap exist in between the traditional appraisal system and the 360 degree tool. â€Å"The University of Huddersfield has charitable status as an exempt charity under Schedule 2 to the Charities Act 1993 (amended by the Charities Act 2006). It is therefore subject to charity legislation but is not required to register with the Charity Commission and is not regulated by it. As an exempt charity, the University does not have a registered charity number. In 2010, the Higher Education Funding Council for England took over as the ‘Principal Regulator for the institutions it funds and now has a general duty to promote compliance with charity legislation. This does not affect the Universitys status as an exempt charity,† (hud.ac.uk, 2011). The UK governments educational funding slice and the recession hit economy demands a drastic alteration in the way various processes function across the Universities in UK. However, since the 360 degree feedback is a tool primarily developed and used mainly in the private sector organisations, there is a challenge in its implementation in a public sector or a third sector organisation and as in this case, the University of Huddersfield which is a registered for charity organisation. Brutus et al., (1998) support that the reactions to performance measurements may vary between public and private sector organizations—public sector managers underestimate their achievements compared with private sector managers, for example. Hence, based on these findings one could ascertain that there is a greater need for motivation and development of employees in the public/third sector organisations, and the 360 degree performance appraisal system is an HRs ideal response to combat such issues. As suggested and supported by Lepsinger and Lucia, (2009); Borman, W.C. (1997); Javitch, M.J. and Burke, W.W., (1995); Yammarino, F.J. and Atwater, L.E. (1997), one of the elementary assumptions of the 360 degree feedback approach is about the employees specific workplace behaviour and when compared to an individuals perceptions, can act like a catalyst and prove extremely beneficial for enhancing the employees self awareness, self development, motivation and subsequent behavioural change (Church, 1995, 2000). The researcher has explored the 360 degree appraisals methodology that has become popular in human resource circles over the last few years, wherein the employees performance is assessed by their colleagues, managers and others and has analysed its benefits over the traditional appraisal processes. Brown, (2006) criticizes that while the 360 degree process seems like an interesting idea; it involves more meetings and many forms to be filled out in comparison to the traditional appraisal systems. However Maylett, (2009) and Wiley, (1993) supports that 360 degree feedback can prove to be a good instrument for the staff development as this process gives an individual in-depth performance feedback and hence based on the findings the employee can work on their personal development, by getting trained in the area where there weakness lies and the time lost in filling the extra forms are worth the effort. Arguments from different authors suggest that the feedback systems have always been in to existence in the organisations in some form or the other, but of-late has been developed and given a name ‘360 degree feedback and according to Garavan, et al., (1997) 360 degree feedback process is like an ‘old wine in new a bottle. It is also known as multi-rater feedback and is an appraisal process in which the individual is assessed by themselves, colleagues, managers, stakeholders, customers, etc. The 360 degree instrument can be used to achieve various goals and one aspect of it is the need of continuous measurement of improvement efforts, development of staff and their motivation. Ward, (1997) defined 360 degree feedback as ‘the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders in their performance. †Because of their shorter expected tenure, women are less likely to be as motivated by the deferred rewards of career ladders. As a consequence, she argues that employers with large shares of women have historically used shorter-term rewards and undertaken more routine and extensive monitoring,† (Brown and Heywood, 2005; Goldin, 1986). Various authors criticize that traditional appraisal techniques are not that effective in case of female employees and there are many incidences of gender bias in appraisals. Renowned authors, Brown and Heywood, (2005) support that ‘a major and recurrent criticism of the traditional appraisal process is its openness to subjective and discriminatory outcome. The primary goal of this research has been to expand beyond the current literature by analysing the data and results to create suggested policies for the University of Huddersfield, to implement pertaining to the improvement of staff morale and productivity. Furthermore, on reviewing the growing body of literature and the research on 360 degree feedback, the researcher was able to identify the usefulness of having 360 degree feedback over the traditional appraisal processes in the University of Huddersfield; the study has also given ample scope to the researcher in developing more insightful questions. The author has identif ied the various factors on which the success of 360 degree feedback mechanism depends; the literature supports that more effectively the 360 degree instrument is implemented the better are the results. Newbold, (2008) highlights that that if the tool is implemented accurately, with the proper training and the correct resources, a 360-degree appraisal could prove to be a powerful and positive addition to any performance-management system. The 360 degree feedback has been used in many organisations for the development of staff members, and the gap in the two appraisal systems is due to the bias nature of the traditional appraisal mechanisms over the transparency of the 360 degree feedback process. Various authors have outlined that 360 degree feedback is quite effective as it is a non bias process which makes performance management a more objective and fair process (CIPD, 2009), in contrast to the traditional appraisal processes where in a lot depends upon how the appraiser perceives the individual, which can be bias and less transparent. Maylett, (2009); Meyer, (1991); Folger and Cropanzano, (1998), argue that evaluations of traditional appraisals are often positively inflated as usually the appraisers are not trained to give negative feedback, and if this is the manner in which the appraisals are conducted then the effectiveness of the performance management process will significantly be undermined (McCarthy and Garavan, 2001). Therefore one could state that if the tool if used accurately it can provide a non-bias and more transparent appraisal system, which may decrease the possibilities of employee dissatisfaction in contrast with the traditional appraisal mechanism, and can emerge as an excellent motivational factor for the employees. However Vinson, (1996) disregards the facts about the effectiveness of 360 degree feedback as people may use their role as a feedback provider as an opportunity to criticize others behaviour at work. â€Å"Multirater feedback has several significant advantages over single-rater assessment. Rather than relying on the perceptions of one individual, multirater feedback takes into account multiple perspectives. Those working with the employee, along with the supervisor, are generally able to provide a more comprehensive picture of an employees behaviour or performance. This is especially critical when the supervisor does not have the opportunity to observe all areas of an employees performance,† (Maylett, 2009). Maylett, (2009); DeNisi and Kluger, (2000) support that ‘360-degree feedback for decision making affects the actual ratings given to the individual being appraised and these systems should be primarily, if not exclusively for developmental purposes (Figure 3). Furthermore, the conditions in which 360 degree feedback work in an organisation largely depends upon the perception of 360 degree feedbacks potential to enhance human resource management system of the organisation. As suggested by Lepsinger and Lucia, (2009) factors like culture (that supports openness and honest feedback) and systems (that minimise irrational responses and have built in ways to identify people whose ratings are untrustworthy) assess if the organisation is ready to implement the 360 degree feedback process, and the researcher has explored the possibilities of its implication in the University of Huddersfield, based on these grounds. 2.1 Specific Literature Review This section of the dissertation takes a specific critical standpoint on whether 360 ° feedback as strategic Human Resource tool have a profound strategic justification in the University of Huddersfield (UOH) which is a registered for charity organisation (hud.ac.uk, 2011) . The researcher has given a critical account of the 360-degree feedback tool, as an option for performance development appraisals and for motivating the staff in performing better, in the registered for charity organisations. Currently, the 360 degree tool is not very common in the third sector, registered for charity organisations and the investigation could be a scope for a research elsewhere. According to Berk, (2009); and Fortunato and Smith, (2008) 360 degree feedback is an appraisal tool used by approximately 90% of the Fortune 1000 organisations (Fortunato and Smith, 2008; Bracken et al., 2001; Tornow and Tornow, 2001; Edwards and Ewen, 1996, 2001). Cardy, Leonard and Newman, (2011) believe that the incre ased popularity of the 360 degree feedback is unquestionable and that organisations have spent innumerable amount of funds in implementing the feedback system. However, Cardy et.al, (2011) argue that many Fortune 1000 companies have implemented the 360 degree feedback without having considered the purpose, which is not very advisable, as 360 degree feedback is at its best for staff development, motivation, and for administrative use such as in determining performance related salary. The utility of 360 degree feedback, mainly upward feedback, may be constricted when appraisers provide erroneous ratings (Bernardin and Tyler, 2001; Bracken and Timmreck, 2001). Kuvas, (2006) highlighted that the relationship between the performance appraisal and work is interrelated to the employees inherent motivation at work. For an employee to perform in an organisation, job satisfaction and motivation to execute an activity for itself, in order to experience the pleasure and satisfaction inherent in the activity (Kuvas, 2006; Deci et al., 1989; Vallerand, 1997). Cardy et.al. (2011) highlight that when feedback received from too many sources are used for the estimation of an employees performance the diverse sources of feedback seldom agree in their evaluation, although a broader understanding can be attained. Analysis and criticism of traditional appraisal system in contrast with 360 degree feedback The primary principle of appraisals is to put forward an opinion or feedback on how the employee performs in their current job role and to discuss further what could be done to facilitate the employee to perform the expected job, if they are not performing as per the objectives. Prowse and Prowse, (2009); and Randell, (1994) argue that appraisals are the systematic evaluation of an individuals performance linked to the organisations culture and behaviour. The various departments in the University of Huddersfield (UOH) use different appraisal mechanisms. The computing and library services, technical services and other administration departments of the University use a competencies framework for the staff appraisals. The appraisals are conducted half yearly (every 6 months) to follow up on the employees personal development plan. There are three documents that are usually taken in a one on one appraisal, the filled employee preparation form, the filled up competencies framework and the competency framework Role Profiling document which provides a brief idea of which level each role is at (Figure. 4). After the discussion the appraising line manager fills up the appraisal record which both the appraiser and the ‘appraisee sign and get a copy. This process is followed up every 6 months (Please refer to appendix 1 for appraisal documents). The purpose of the process is to facilitate the employees to develop in a systematic way so that university as an organisation functions in the best possible way utilising the optimum talent identified. Various authors support that the appraisal system also offers an opportunity to put across and discuss the employees achievements over the past year with th eir managers to confer their performance in general and make plans for the year ahead. The performance appraisals are potentially a solution for the organisations to get the most out of their employees (Prowse and Prowse, 2009; Armstrong and Baron, 2005). The scheme currently functional in the university is highly participative, with a huge emphasis on appraisal ‘self and making sure that the staffs have a key responsibility in determining their own improvement and personal development (UOH, 2011). â€Å"In order for an appraisal system to be absolutely flawless and effective a number of elements have to be in place, as in the understanding and agreement on performance goals, a process for collecting ongoing performance data and a framework of productive periodic review and formal appraisal discussions,† (Lepsinger and Lucia, 2009). Although the current appraisals seemed to have worked fine till date, the literature provides evidence of the flaws in the traditional appraisal processes. Lepsinger and Lucia, (2009); and Lee, (2006) highlight that disagreement on set performance criterion, the line managers inability as an appraiser to process the bulk of information received and the employees need, while being appraised to defend their self image, are the key factors which act as a barrier in the smooth functioning of the traditional appraisals. It could be argued that the two parties involved in a traditional appraisal usually do not agree with the performance criteria set and it is highly likely that a difference of opinion may crop up between the appraisers and appraisee on what it takes to perform the job effectively. Prowse and Prowse, (2009); and Lee, (2006) argue that that the appraisal practice cannot be executed successfully unless the appraiser has the right interpersonal skills to provide the feedback t o the appraisee. If the appraiser and appraisee do not come to a conclusion on what can mutually be agreed as a requirement for excellent performance, then it is quite evident that both may end up with diverse conclusions about the staffs effectiveness in meeting the set performance criteria. Furthermore, rather than reassessing the actions necessary for a thriving performance at work, if the traditional appraisal attempts to achieve a specific target or result, it hardly does anything to seize the gap in perception or help the appraisee in comprehending what amendments are vital for their advancement and development in performing the job (Lepsinger and Lucia, 2009). â€Å"Traditional performance appraisal systems are flawed in their design, implementation and use. Supervisors seldom are effective in using such systems because the assumptions that guide how we use performance appraisals are unsubstantiated,† (Lee, 2006). Lepsinger and Lucia, (2009); and Lee, (2006) solicit to discontinue the use of the traditional performance appraisal methods and state that the traditional appraisal processes that rely upon ratings should be discontinued and advanced performance management mechanisms should be adopted which are designed to produce ample quantitative and qualitative information. The line managers inability as an appraiser to process the mass information received is another major issue in the traditional appraisal processes. The though process behind an effective appraisal is very complex. Experts break down the intricate process for collecting and processing information used in the appraisal process (Lepsinger and Lucia, 2009). Merits of introducing 360 degree feedback as an appraisal tool in the University of Huddersfield â€Å"Critiques of appraisal have continued as appraisals have increased in use and scope across sectors and occupations. The dominant critique is the management framework using appraisal as an â€Å"orthodox† technique that seeks to remedy the weakness and propose of appraisals as a system to develop performance,† (Bach, 2005). As discussed previously The University of Huddersfield uses competencies framework for the staff appraisals. The competencies framework is a description of the relevant behaviours needed to be competent in the job roles and support the organisation in remaining an exceptional University. The competencies appraisal framework boasts to benefit the employees by providing precision of performance expectations, uniformity and fairness throughout the appraisal, allowing superior identification of individual development requirements and giving a clearer picture of required skills to progress in the career path. In turn the university benefits by a lucid method of continuous development and performance management, enabling the identification and prioritisation of improvement needs to facilitate the improved stipulation of the learning and development courses or other areas of development (Source: HR, 2011). â€Å"360 degree feedback can make a positive contribution to the appraisal system. It can help to gain agreement on expectations, by using a broader range of information, and by facilitating open discussion,† (Lepsinger and Lucia, 2009). There are numerous benefits of introducing 360 degree feedback in the University of Huddersfield. As per the discussions with the human resource staff and the appraising managers it can be argued that the current appraisal system functional in the university is not flawless. The bias nature of the one on one performance appraisals is prone to disputes among the appraising manager and the employees, and although the university has a procedure in place to resolve such conflicts it could still benefit by introducing 360 degree feedback along with the traditional appraisal mechanism to rule out any such possibilities of conflicts. 2.2 Summary of the Literature Review To sum it could be concluded that the 360 degree feedback has a proven record as an excellent tool for staff development and motivation. The researcher has observed that the tool has become increasingly accepted in the organisations worldwide ever since the masses have discovered its value. Since the academic literature supports the research question proposed by the researchers. Chapter 3 3 Introduction to the Research Methodology 29 3.1 Research Design 29-33 3.2 Research Strategy 33-35 3.3 Review of Research Data Collection Methods 35-36 3.3.1 Semi-Structured Interviews Qualitative Data 36 3.3.2. Questionnaires Quantitative Data 37-39 3.4 Pilot Test 39 3.4.1 Questionnaire Pilot Test 1 40 3.4.2 Questionnaire Pilot Test 2 40-41 3.5 Alternate Research Methods considered but 41-42 3.6 Ethical Considerations 42-43 3.7 Methods of Data Analysis 43-44 3.8 Summary of the methodology 44 3. An Introduction of the Research Methodology In this section of the research paper the researcher has explained the various types of research methods and techniques available, and used by the researcher, followed by a justification of why these methods have been considered appropriate for this dissertation and why the other methods have not been considered. The process of data collection and data analysis has also been described in this chapter. 3.1 Research Design The researcher throws light on the research design and gives a general idea of how the researcher has gone about addressing the research question and description of its approach with rationality, followed by an account of the objectives derived from this research, gives an account of the sources which has been used in this research to collect data, and a description of the ethical considerations (Creswell, et.al. 2011; Saunders, Lewis and Thornhill, 2009). To quote Saunders, et.al, (2009): â€Å"Combining both quantitative and qualitative analysis ‘the researcher may possibly use the quantitative data and ‘qualitize it that is converting it into narrative that can be analysed qualitatively. Alternately, the researcher may ‘quantitise the qualitative data, converting it into numerical codes so that it could be analysed statistically,† (Saunders et.al, 2009). The author has carried out the research by conducting semi-structured interviews followed by a brief experimental introduction of 360 degree feedback process, and the analysis of the results were done by the careful examination of combination of the mixed methods. Various authors justify that there are diverse rationales for research; however practitioner researchers are faced with queries that demand versatile responses (Creswell, 2003) Hence, a mixed methods approach that uses qualitative and quantitative research can be considered as appropriate for several p

American Pie :: essays research papers

"American Pie" by Don McLean, is a very interesting song. After listening to the lyrics and the song itself, there is a meaning to this song. Each line of the lyrics has a special meaning to what Don McLean wanted to say, but in his own special way. If one was to look at each lyrics one by one, they will be able to find out the big picture of the whole song. It tells a story of Mclean's favorite performers, Buddy HOlly. American Pie was rumoured to be the name of the plane that BUddy Holly died in. In the begining of the song, he starts out saying, "A long, long time ago, I can still remember how that music made me smile. ANd i knew if I had a chance, that i could make those people dance, and maybe they'd be happy for a while." THis line is talking about how when he was a child he listened to great performers of his time and how he could do the same and make other teenagers happy with his song and make them want to dance and be merry. "But February made me shiver, with every paper I'd deliver, bad news on the doorstep. I couldnt take one more step, I can't remember if I cried when i read about his widowed bride. But something touched me deep inside, the day the music died." This line is the day back in February 3, 1959 when Buddy Holly, Ritchie Valens, and The Big Bopper died in a plane crash. As a child, McLean was a paper boy and the news papers that were being passed that day was spreading "bad" news to everyones' doorstep and Buddy Holly's wife was pregnent when he died and later she had a miscarage. That date, was also refered to the "day music died." "Bye bye Miss American Pie, I drove my Chevy to the levee but the levee was dry. Them good ol' boys were drinkin' whiskey and rye, SIgning This'll be the day that i die. THis'll be the day that i die." This is the chorus line. Miss American Pie was someone McLean had dated as a teenager. It was rumoured he was dating a Miss American candidate at the time. It is also refering to saying good by to the plane that had all three performers. The levee refers to a Movie called MIssissippi Burning, which was about three college students registering to vote as black voters, but were killded and dragged to a levee.

Essays on Death and Suicide - Grieving the Loss of My Mother :: Personal Narrative Writing

Grieving the Loss of My Mother I stopped in the middle of the street and drew in a deep breath. "Where am I going?" I asked myself. I glanced at my watch, still walking, and noticed with a shudder that it was already past midnight. "Time flies when you're having fun," I muttered, my voice filled with a surprising sarcasm. I turned the corner of 54th street, and glanced down the block. No one. Part of me wished that someone would have been there, someone who would question me and demand that I go straight home. But I knew that if I went back, I'd be right where I started. And I'd promised myself progress this night. Maybe I wouldn't be able to get away, the odds of that happening were clearly against me, and I was aware of it, but every moment I could be free from the problems was one more I could cling to. Suddenly, a car pulled up next to me, the headlights blinding me momentarily. I glanced inside to see Micha sitting at the wheel. "Get in," she said. I crossed to the passenger side and got in, without objecting, due to the fact that I knew it was too late to be defiant. And I was too tired. I braced myself for what was to come next, but my older sister said nothing. She put her car into gear, and pulled away without a word. We drove in silence, the only noise being her deep breathing and my short, shallow sighs. I realized just how far I had walked, as we drove to my house- at least 5 miles. When we reached our house, I looked at it, as if I was seeing it for the first time in my life- the old fashioned porches, the balcony, the huge, beautiful windows. I stayed in the car, as did Micha, neither of us making an attempt to move as she commented on the grass needing cut, and the mess the neighbors had made in the front yard. I heard her, but I wasn't listening- I was merely staring ahead of me, debating if I should get out and run inside or try to justify my actions. "Micha..." I began, but she cut me off short. "Go get some sleep," she said dryly, "We'll talk in the morning." I got out of the car, leaving her in the car as I briskly ran up the walkway.

Lacoste :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚   Introduction Andaman Tourism Recovery Plan 2005 was developed by Tourism Authority of Thailand in order to manage the Crisis of â€Å"Tsunami† Tidal Wave, which mainly caused tremendous damages to 6 southern provinces of Thailand, which are Phuket, Phang Nga, Krabi, Ranong, Satun and Trang. This tidal wave not only affected to local people and thousands of tourists, who lost some of their family members and property in this natural disaster, but also many of tourism investors and service providers such as Hotels and accommodations, restaurants and travel agents lost their property and incomes as well. Since these 6 southern provinces of Thailand are located on coastal Andaman, they are very famous among tourists both Thai and foreigners for beautiful coasts and unspoiled nature. Each year, these provinces could bring a lot of tourists from everywhere to Thailand. The local people in theses areas earn their living mainly from selling souvenirs and providing tourism services to tourists. Therefore, when â€Å"Tsunami† tidal wave unexpectedly attacked and made many of tourists canceled or postponed the trip to Thailand, it causes the opportunity to restore the business and improve condition of living of local people after the Tsunami seem to be hopeless. Therefore, Andaman Tourism Recovery Plan 2005 will assist all stakeholders to know where Tourism Authority of Thailand is heading to in order to restore and develop these 6 southern provinces. In this report, we will study and analyze the recovery plan and evaluate the possibility to make all processes success according to the objectives, which Tourism Authority of Thailand set up.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ms. Ajaree Viwatpinyo   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  I.D. 463 9605   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ms.Naiyana Vongfufeungkajorn  Ã‚  Ã‚  Ã‚  Ã‚  I.D.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Objectives -  Ã‚  Ã‚  Ã‚  Ã‚  To study the Andaman recovery plan 2005, developed by TAT. -  Ã‚  Ã‚  Ã‚  Ã‚  To analyze the positive and negative of impact from the recovery plan. -  Ã‚  Ã‚  Ã‚  Ã‚  To analyze the potential effectiveness of the recovery plan. -  Ã‚  Ã‚  Ã‚  Ã‚  To criticize the role of concerned organization in order to create the effectiveness of the plan. According to the tidal wave disaster â€Å"Tsunami† which attacked many countries around Andaman Sea on 26th of December 2004, 6 provinces in southern part of Thailand are one of the victims of this natural disaster. In consequence of â€Å"Tsunami†, the situation of tourism in Andaman coastal provinces of Thailand is facing the unexpected crisis. Moreover, the unclear information regarding the situation in affected areas leads to the decrease of number of tourist. For example, the disaster caused many tourists to cancel hotel bookings in Satun, even the province received only slight damage.

Barclay’s Bank

Barclays is the third largest bank in the United Kingdom. The bank can trace its roots back to 1690 in London. The name â€Å"Barclay† first arose in 1736. Today the bank is a global financial service provider operating in the UK, Europe, United States, and Africa. The bank's headquarters are at One Churchill Place in Canary Wharf, in London's Docklands, having moved there in May 2005 from Lombard Street in the City of London. Barclay's US headquarters are in Wilmington, Delaware where it acquired the former Juniper Bank (Answers Barclays Bank 2006).Barclays is a UK-based financial services group, with a very large international presence in Europe, the USA, Africa and Asia. It is engaged primarily in banking, investment banking and investment management. In terms of market capitalisation, Barclays is one of the largest financial services companies in the world (Barclays Newsroom 2006). Barclays has been involved in banking for over 300 years and operates in over 60 countries w ith more than 113,000 permanent employees (including 33,500 at Absa). For the year ended 31st December 2005, the group achieved a pre-tax profit of ?5,280 million, up fifteen per cent on 2004. In 2005 Barclays paid approximately ? 3 billion in taxes (Barclays Newsroom 2006). Customers are served through a variety of channels comprising: the branch network, cash machines, telephone banking, online banking and relationship managers. It is managed through two business areas, UK Retail Banking and UK Business Banking. In UK Retail Banking there are 14 million retail customers, including current accounts, savings, mortgages, and general insurance (Barclays Newsroom 2006).Local Business provides banking services to 592,000 customers; UK Premier provides banking, investment products and advice to 286,000 affluent customers (Barclays Newsroom 2006). UK Business Banking provides relationship banking to larger and medium-sized businesses. 183, 000 customers are served by a network of relation ship and industry sector specialist managers (Barclays Newsroom 2006). Barclay’s strategic objective is to â€Å"To deliver top quartile total shareholder return relative to our peers, consistently over time† (Barclays p 2 2004). The company focuses directly on increasing shareholder value rather than employee retention and morale.Barclay’s does not have a directly available mission and values statement that is visible to the external environment. The internal environment at Barclay’s is one of traditional top-down management. The corporate culture at Barclay’s maintains a hierarchy of experience and education, where the management team places a large amount of focus on meeting the shareholder strategy. According to Barclay’s â€Å"In recent months, we have taken a number of steps to enhance further our corporate governance practices. We have expanded the remit of the Remuneration Committee to cover strategic human resource issues† (B arclay’s 2004 p 3).These strategic changes included: â€Å"continued and upgraded our investment in established; programs for the community, equality and diversity, and the environment; built on our reputation as a pioneer and leader in the field of financial inclusion; excellent terms and conditions for colleagues impacted by offshore outsourcing; developed a clear statement on human rights, and continued our participation in the Business Leaders Initiative on Human Rights; and made good progress in adapting our branches and offices to be fully accessible to customers with disabilities (Barclays p 12 2004).Barclay’s did not, however, remunerate a corporate strategy or mission to address its near 20% turnover rate which has been continuous and barely changing for the past three years, an indication that Barclay’s focus is on stakeholder value and not developing or addressing employee morale. However, Barclays does have a large focus on community service, receiv ing the â€Å"2004 National Business Award for Corporate Social Responsibility† (Barclays p 12 2004). Roadmap-Thesis The thesis statement is that the lack of direct employee relationships may have a strong impact on the seemingly high turnover rate.Personal interviews were conducted over the telephone with two Barclay’s employees, neither of which are relatives. Saunders et al (2003) define an interview as â€Å"a purposeful discussion between two or more people,† and can collect data which is both reliable and valid. Saunders et al (2003) describe a structured interview as using questionnaires based on predetermined and standard or identical sets of questions; a semi-structured interview as having a list of themes and questions to be covered; and an unstructured interview as informal but used to explore in depth a general area of interest.The interviews conducted were unstructured, which is decidedly the best format for discussing the interesting concepts of Ba rclays organizational strategy and how it relates to the employees . Interview Results The organizational strategy at Barclay’s seems almost non-existent to the participants, who each note that while dedication to customer satisfaction is important, manager and leadership concerns are impacting the employee morale. One interviewee even equated working at Barclay’s to a prison system, which is a reflection of the top-down managerial strategy.This managerial strategy has not been forthcoming to create or enhance employee morale, in fact it almost seems as though the employees are afraid of, or diminished by, the current leadership strategy. Customer service metrics are well known, however it is the organization strategy to continue team training that focuses on the same customer service strategy and not on new information, such as training opportunities or important technological concerns of the employees.This creates an atmosphere where the employees may feel constricte d, rather than encouraged, by internal training and education. The organizational strategy may be clear to stakeholders, investors, and corporate government, but there seems to be a distinct lack of information dissemination to the ground floor employees, which makes it hard for employees to follow a strategic vision and understand their basic role in the organization.The organizational culture at Barclay’s seems another sore point with the participants, who explained that there is a concern with office politics. Both employees examined that within the organizational culture, there is a strong adherence to management rule where favoritism is accepted. The other disheartening view of the organizational culture is that one participant was made to feel frequently inadequate for asking questions.Another concern about the organizational culture is the manner in which management responds to employee’s needs, which seems seriously lacking in its execution. Both employees made statements regarding lack of quality leadership motivation and that management’s engagement with employees and their customer service does not fit into the employee’s need for motivation. Both interviewees understood the importance of customer service and were able to relate customer service quality to their functional roles.They did not state that leadership has offered a beneficial measurement of customer service or employee motivation, because neither participant made any positive statements regarding motivation as an organizational strategy. Based on these interviews, the concern with organizational strategy is not simply turnover rate as noted before, but that employees are not offered constant educational information about the organization, its values, mission, goals and opportunities. Academic Research Recommendations for ImprovementIn human capital management, organizational changes should be administered by a general framework according to Dreher and Doherty (p 16-17 2001): motivating change requires that the people within the organization understand and commit to the change; creating vision in employees is a continuation of commitment where employees know where they fit into that change; developing political support means that stakeholders-from employees to HR professionals-have been assessed according to their place and function in the change; managing the transition must be set by parameters and adequate available technology as well as an understanding employee wide of how the parameters and technology work towards the goals; the momentum is sustained by â€Å"(1) providing resources for change, (2) building a support system for the agents of change (3) developing related competencies and skills among those charged with administering and using the modified process and (4) reinforcing new behaviors called for by the changed environment.† To this effect, Barclays must alter their strategy towards change and not the change itself by adequate communication and technology as well as transition training and reinforcement of change strategies amongst employees to foster a positive environment and develop open lines of input and communication. Incentive programs involve a system of rewards and recognition. There is a distinction between recognition programs and reward programs. Recognition is acknowledgment, appreciation and approval, and targets the psychological need of the individual. Reward, by definition, is usually something given in return for good or evil done or received, especially that is offered or given for a service. Rewards focus on the physical benefit, usually financial, however â€Å"self-esteem, respect, intrinsic motivation and dignity are not guaranteed by a competitive salary† (Glasscock and Gram 1995).Both recognition and rewards are important in reinforcing intrinsic and extrinsic motivators, and provide positive reinforcement for desired behavior performance. Employees will differ on which has the greater personal impact, but ultimately both reward and recognition programs affect an individual’s self esteem. The value an employee has on an incentive program is therefore highly correlated to the employee's engagement in customer service. According to Dr. Mohammed S. Chowdhury of Monroe College, Bronx, New York and Mohammed Nurul Amin of the West Virginia University of Technology: Employee values, attitudes, and leadership behavior play a very important role in enhancing employee work motivation and performance.Employee work values, attitudes and leadership behavior can carefully be adjusted to produce a strong impact on employee work motivation (www. sba. muohio. edu). A customer-focused culture is enhanced when employees understand that the organization will reward them for exceptional performance and customer service. Research shows that employee motivation and engagement is greatly enhanced when employees clearly understand the link between organiza tionally desired behaviors and rewards. It is important to recognize that an employee focus and a customer focus are complementary. It is noted that the importance of employee engagement in a sales environment to diminish the amount of money spent on employees.Accordingly, research has shown that improving the employee engagement will increase employee retention. Kenexa. com states that: Research has shown that fully engaged employees tend to be more productive, conscientious and have higher levels of organizational commitment. In addition, research has shown that an engaged work force tends to stay employed longer, miss work less often, have higher levels of customer satisfaction and service quality, attain and surpass organizational goals more regularly, are more productive and have comparatively lower worker's compensation and accident claims (2005). To measure constructs of employee engagement, benchmarks would be an above average response of high values.A successful research wo uld develop an increase in value rating per employee per category. In essence, the purpose is to develop employee engagement in conjunction with the benchmarks and defined constructs according to the majority values of tenured employees. Benchmarks for evaluation of success can be defined by an organizational increase in retention of employees compared to past trends in the facility, with increase in employee engagement of facility compared to past trends. The recommendation is to focus on team and individual development to ensure that employees become fully engaged within their function and as team members. According to David Beswick of the University of Melbourne:Mangers generally, and anyone formally or informally responsible for oversight of others who are engaged in work or learning tasks, will be aware that some people are participating more out of interest in the task than others are. Others gain their satisfaction principally out the way in which their performance on the tas k leads to rewards like pay or status or good grades in a course. But typically there is a mixture of motives for which a range of different incentives is relevant. (www. beswick. info 2004) Any recognition program will reflect an organization’s culture and values. Increasingly, recognition programs are part of company’s total quality program.Recognition programs may take several forms, from highly formalized programs induced and implemented by management to informal, spontaneous â€Å"ceremonies† arising from fellow co-workers. Recognition and celebrations are a ways of reaffirming to people that they are an important part of something that matters. Conclusion Engaged employees receive training for necessary skills and are â€Å"on board† with the organization's goals. Employees will be unable to perform if they lack the skills needed for their roles, so organizations need to identify employees with gaps in their training. Formal performance appraisal pr esents a good opportunity to do so.Research shows that organizations with good performance appraisal systems have significantly higher levels of employee engagement that those with a poor performance appraisal system. However, for performance appraisal to identify employees with specific needs, managers first need to have a good understanding of the performance appraisal system. Therefore, the training needs of managers should not be overlooked. Managers should be trained to identify performance weaknesses as well as how to effectively tie performance to recognition and rewards. Engaged employees receive training for necessary skills and are â€Å"on board† with the organization's goals.Employees will be unable to perform if they lack the skills needed for their roles, so organizations need to identify employees with gaps in their training. Formal performance appraisal presents a good opportunity to do so. Research shows that organizations with good performance appraisal syst ems have significantly higher levels of employee engagement that those with a poor performance appraisal system. However, for performance appraisal to identify employees with specific needs, managers first need to have a good understanding of the performance appraisal system. Therefore, the training needs of managers should not be overlooked. Managers should be trained to identify performance weaknesses as well as how to effectively tie performance to recognition and rewards. ReferencesAnswers Barclays Bank 2006 Barclays Bank Barclays plc Type Public Founded 1896 Location London , United Kingdom Key 2006 Answers Corporation . Retrieved September 15, 2007 from www. answers. com Barclays Bank PLC (2006) Barclays Newsroom. Registered in England. Registered No: 1026167. Registered Office: 1 Churchill Place, London, E14 5HP. . Retrieved September 15, 2007 from www. barclays. com Barclays (2004) Annual Report 2004. Registered Office: 1 Churchill Place, London, E14 5HP. Retrieved September 15, 2007 from www. investor. barclays. co. uk Beswick, David (2004) of the University of Melbourne. Copyright:  © David Beswick 1997-2004. Retrieved September 15, 2007 www. beswick. info Chowdhury, Mohammed S. (n. d.) Relative Importance of Employee Values, Attitudes and Leadership Behaviors in Employee Motivation. Monroe College, Bronx, New York Retrieved September 15, 2007 from www. sba. muohio. edu Dreher & Dougherty. (2001). Human resource strategy: A behavioral perspective for the general manager. New York: McGraw-Hill Glasscock and Gram (1995) Secrets of a Successful Employee Recognition System. BT Bastford. LTD. 2000 Kenexa. com (2005) 650 East Swedesford Road 2nd Floor Wayne, PA 19087 Retrieved September 15, 2007 from www. kenexa. com Saunders, M. , Lewis, P. and Thornhill, D. (2003), Research Methods for Business Students, 3rd Edition, London: FT Prentice Hall.