Effects of five life factors Essay

Genetic factors such as cystic fibrosis for example, are life factors which can affect the development of an individual. It can affect an individual at any age and is caused by a faulty gene that is passed from the parents to the child. The faulty gene allows too much salt and not enough water into cells and makes a build up of thick, sticky mucus in the body’s tubes. This can cause blockages in the body’s tubes and passageways, and causes damage to lungs, the digestive system, and other organs. Case Study Lauren, who is 14 years old, was diagnosed with cystic fibrosis when she was 3 months old. Her personal symptoms include coughing, wheezing and being unable to do things that she normally could do if she wasn’t ill. For example, if she was coughing a lot, then she couldn’t do any sports or dancing because it would make her more productive, which means bringing up lots of phlegm and it isn’t very nice. Sometimes it makes her sick in front of her friends, which can be embarrassing. This affects Lauren physically as she would suffer from malnutrition, which would cause her to be unhealthy as she isn’t getting the nutrition’s that she needs, and she would be tired with no energy which stops her from doing things she likes doing like sports and dancing. She would also have a low immune system which causes her to catch bugs easily so she has to be extra careful. It affects Lauren intellectually too because due to CF making her unwell, she would be constantly in and out of hospital so she would miss a lot of school, meaning that she would miss out on learning the things that the other children are learning. Lauren is also affected emotionally by cystic fibrosis because she may feel different to everybody else, which could lead to stronger feelings such as feeling isolated from everyone else, or depression and sadness. She can feel embarrassed at times too when other people see her when she is unwell as she can’t stop herself from being sick when she needs to be. Lastly, Lauren is affected socially as well because friendships would most likely be on a low and she wouldn’t be able to go out with her friends much because of cystic fibrosis making her unwell. She would also not be able to participate in some social groups/activities because of her condition, meaning that she misses out on things that other children don’t need to, and has her opportunities restricted. Biological factors such as foetal alcohol syndrome for example, are life factors which can affect the development of an individual. Women who drink alcohol during pregnancy can give birth to babies with fetal alcohol spectrum disorders. These disorders range from mild to severe. They can be behavioral, physical, related to learning, or all of the above. Fetal alcohol syndrome (FAS) is a severe form of the condition. People with FAS may have problems with their vision, hearing, memory, attention span, and abilities to learn and communicate. While the defects vary from one person to another, the damage is often permanent. http://www.healthline.com/health/fetal-alcohol-syndrome#Overview1 Case Study In 1977, Matthew was the first British baby to be diagnosed with foetal alcohol spectrum disorder. The damage to his brain in the womb means he suffers from learning difficulties, emotional problems like immaturity, and obsessive behaviour. Matthew looks like many other young men his age, although his head is small for his body, one of the many physical effects of FASD, which can also include heart, skeleton and facial abnormalities. â€Å"I can only cope with one thing at a time or it’s too overwhelming,† he says. â€Å"I can remember my family’s car number plates from the last 15 years, but not whether I locked my car door 30 seconds ago†. Just as difficult is Matthew’s social isolation. Those with FASD can’t interpret facial expressions or body language. In company, Matthew can be over-familiar with people he doesn’t know well. â€Å"I can’t relate to anyone,† he says. â€Å"When I’m on my own, I’m dying to be with other people. But when I’m with around other people, I wish I was on my own again†. Matthew was born weighing just under 6lbs. Damage to his nervous system meant he didn’t respond to stimuli or even cry for the first year of his life. â€Å"Every one of my milestones was late,† says Matthew. â€Å"I didn’t smile until I was a year old. I was three before I sat up and four before I walked.† It was in Matthew’s late teenage years that the gulf really started to open up. As his peers forged careers and relationships, his social and intellectual limitations became more obvious. Matthew’s progress has been remarkable. He is articulate and self-aware. But he also suffers from fragmented vision in one eye and  chronic short-sightedness. http://www.independent.co.uk/life-style/health-and-families/health-news/foetal-alcohol-syndrome-drink-destroyed-my-life-402017.html Environmental factors such as damp/overcrowded housing for example, are life factors that can affect the development of an individual. Dampness includes the presence of water damage, damp stains, visible mould and condensation. Reports from housing charity Shelter have found that more than one million children in England are living in â€Å"damp, cold, infested† housing. Moreover, more than one million houses in England are considered â€Å"unfit to live in†. A survey based on the 2001 census has also found that more than half a million families in the UK live in officially overcrowded housing. These statistics have major implications. A person’s physical environment affects their health and well-being. This is especially the case for young children, who can spend 90% of their time in the home. Studies Some studies and reviews from the UK and elsewhere have reported an association between dampness, moisture and mould and the prevalence of respiratory symptoms among children of all ages. For example, one review found that children in homes with damp and/or mould are two and a half times more likely to have coughs or wheezes than children in â€Å"dry† homes. Another UK study found that visible mould was significantly associated with an increased risk of wheezing illness among children aged 9-11 years. A wider European study of older children also found prevalence of asthma and chronic cough was higher in damp homes. The association between moisture and cough or respiratory problems is particularly significant with regard to nocturnal symptoms and more significant still for children who have a predisposition to allergies. A Finnish study found a significant association between eczema in preschool children and visible moisture and mould in the home, and a relationship between these environmental conditions and nausea in older children. All age groups in this study were found to visit primary care more frequently than their counterparts in dryer houses. This effects children living in these damp homes physically as it can make them very unwell more than children living in dryer homes. These symptoms include coughing,  wheezing, nausea and even worse effects for children who already have allergies such as asthma. It would affect the children emotionally too as they would be most likely on a low if their allergies or illnesses aren’t getting better because of the house they are living in. This could lead to them feeling slightly depressed or sad, and even make them have a low self-esteem as they may think that there is something wrong with them. Also, it could affect these children socially as their allergy getting worse may prevent them from going out with friends and taking part in out-door activities. http://www.communitycare.co.uk/2007/11/21/the-environmental-impact-on-children-of-poor-housing/ Socio-economic factors such as employment status for example, are life factors that can affect the development of an individual. The amount of income and social status an individual has, is linked to better health. The greater the gap between the richest and the poorest people, the greater the differences in health is. People who have a higher income and social status are usually the ones who have better health because they can afford the best treatment in health services and can afford the best products. Also they would have a better self-concept and confidence. Education links to this as if you have good qualifications you are more likely to get a good employment status. Low education levels are linked with poor health, more stress and lower self-confidence. http://www.who.int/hia/evidence/doh/en/ Case Study Garry is 43 years old and works in a theatre as the cleaner. He has worked at the theatre for 4 years as he has been in and out of different cleaning jobs before. When Garry left school at 16 he only had 2 qualifications and he never bothered going to college. This meant that his opportunities career-wise were quite limited, so he went into cleaning to earn some money and never progressed to anything higher. Gary’s salary isn’t very much but he has to stretch his money to pay bills and look after his wife and 2 children. He has constantly been stressed with trying to sort his money out for many years, as he could have been more stable and happy if he was earning more money. Garry has a bad self-concept of himself and has no  confidence at all as he thinks that he should be a better husband and father, this is because he has a low employment status and doesn’t earn as much as other men do. Due to all the stress Garry has had throughout many years, he was diagnosed with heart disease and he and his family have been doing everything they can to make sure he is okay. Unfortunately, Garry could not afford any special treatment for his heart disease as he has never had a high-income, so his chance of being cured was quite low. This would most likely end badly, however a person who has a higher income than Garry can afford the special treatment and therefore has a better chance of surviving. Employment status effects Garry physically as his wage is low, meaning he can’t afford special health treatment to survive things such as heart disease when people with a higher income could survive. It effects him emotionally too because he hasn’t progressed any higher than a cleaner, so he doesn’t have a good self-concept of himself, making him have feelings of depression and he has no confidence at all. He is also affected socially as he may feel intimidated to socialise with other men who are earning much more than him and who are providing extremely well for their families, so he may feel isolated and lonely as he may feel like he can’t make friends. Lifestyle factors, such as obesity for an example, are life factors that can affect the development of an individual. Obesity is a medical condition in which excess body fat has accumulated to the extent that it may have a negative effect on health, leading to reduced life expectancy and/or increased health problems. Obesity increases the likelihood of various diseases, particularly heart disease, type 2 diabetes, obstructive sleep apnea, certain types of cancer, and osteoarthritis. Obesity is most commonly caused by a combination of excessive food energy intake, lack of physical activity, and genetic susceptibility, although a few cases are caused primarily by genes, endocrine disorders, medications, or psychiatric illness. http://en.wikipedia.org/wiki/Obesity Case Study A 52-year-old woman with obesity and a 9year history of type 2 diabetes presents with complaints of fatigue, difficulty losing weight, and no motivation. She denies polyuria, polydipsia, polyphagia, blurred vision, or  vaginal infections. She notes a marked decrease in her energy level, particularly in the afternoons. She is tearful and states that she was diagnosed with depression and prescribed an antidepressant that she chose not to take. She states that she has gained an enormous amount of weight since being placed on insulin 6 years ago. Her weight has continued to increase over the past 5 years, and she is presently at the highest weight she has ever been. She states that every time she tries to cut down on her eating she has symptoms of shakiness, diaphoresis, and increased hunger. She does not follow any specific diet and has been so fearful of hypoglycemia that she often eats extra snacks. Her health care practitioners have repeatedly advised weight loss and exercise to improve her health status. She complains that the pain in her knees and ankles makes it difficult to do any exercise. This affects her physically as she can suffer with many different diseases because of being obese, and could be as serious as causing death. It affects her emotionally too because she may have a very low self-esteem because obesity is defined the opposite of beautiful in today’s society. This could lead to further feelings such as depression as she may feel not good enough, and she cannot do as much physically as people who don’t have obesity which can lead to feelings such as frustration. Also, obesity can affect her socially as she may not feel confident enough to leave the house to socialise as people make fun of her, which makes it even harder to make new friends. Feelings of depression could lead to even further feelings of isolation, as she may not feel happy enough to go out and see friends, which will lead to her not leaving her home. http://journal.diabetes.org/clinicaldiabetes/V17n31999/Pg142.htm

Bias Towards Fathers in Children Custody Decisions Essay

Deciding over children custody has always been a divisive, if not an emotionally laden issue. In most cases however, it is not surprising to see that most court decisions tend to award custody disputes in favor of mothers. At first glance, it may seem that court judges see mothers as naturally better parents. And there are not without good reasons to think why this is so. Mothers, by right of mere logic, are the ones who bring children into the world, and are therefore responsible for carrying and birthing them; so it immediately seems that they will naturally do more for children throughout their lives in order to help and care for them, inasmuch as they have already done much of this work months before children even enter the world. But while these reasons are already in themselves truthful, and are thus often taken by judicial courts as sound premises to support custody decisions in favor of mothers, it cannot be denied that there are certain biases towards fathers that are committed in the process. In many court decisions, it seems axiomatic to say that male persons – fathers, that is – are not being given the same amount of esteem and recognition being accorded to female mothers. This paper thus argues that there is an existing bias towards fathers in the court system that determines custody cases. And while there are many observations to support such a claim, it may be good to cite at least three. Bias Towards Fathers in Children Custody Decisions First, it is quite logical to surmise that the general perception about fathers – and the gender role stereotypes that come with such perception – contributes a lot to why mothers are frequently awarded with children’s custody in many court proceedings, specifically during divorce hearings. Men are not now nor have ever been consistently viewed as suitable caregivers. At the very least, they seem not be as nurturing as mothers. Their sole responsibility is to be destined, it seems, to provide for their family, and not to specifically nurture children. Thus, children and their mothers will always have a stronger attachment because mothers spend much more time caring for the children, whereas the father figure is more often seen to be better suited to be a hardworking, confident, and always providing role model. Besides, it has been argued that, on account of their being relatively unattached both physically and emotionally, divorced fathers â€Å"are more likely to be remarried† than their female counterparts (Ambert, 2005). Second, statistical records point to an indisputable fact that decisions favoring maternal custody of children reveal a lopsided trend. According to a report by the Canadian Department of Justice, 75% of divorce cases finalized by a contested hearing resulted in sole maternal custody and only 8% in sole paternal custody (Pulkingham, 1994). Meanwhile, in a more recent finding, it was observed that in both the United States and Canada, mothers were more likely to be awarded with children’s â€Å"physical custody† over fathers. It was moreover said that only 10-12% of children were ordered to live with their fathers; a trend which has been observed for many years now (Ambert, 2005). Present trends seem to always favor mothers. In fact, Maccoby, Depner and Mnookin affirm that while practical norms suggest that fathers must â€Å"remain involved† with children after divorce, many parents are â€Å"not rejecting the idea that children, particularly very young ones, should have their major residence with their mothers† (cited in Hetherington and Arasteh, ed, 1998, p. 112). Third, legal stipulations governing custody disputes also favor mothers more than fathers on account of certain stereotypes as well. One must note that the judicial system was in principle established to look out for the best interests of the innocent as well as those who are unable to secure basic protection of rights for themselves. Who is thus more in need of a judge’s guidance and assistance than the innocent and naive fully dependent beings as children? While men are not to be totally recognized as selfish beings, there are real problems surrounding their reputation. And it seems that their disgraceful track record pointing to how violent can male persons can become compared to female counterparts – at homes and the larger communities alike – is becoming more and more patent. In fact, â€Å"according to the Vancouver Police Department, of the 135 cases of violence and/or intimidation in intimate relations reported to the VPD in the month of July 1996, 88 percent of the suspects were male, and only 12 percent were female† (Richard, 1996). In marriages and relationships alike, it seems that sooner or later, men are far more likely than women to get violent or at least get verbally aggressive and threatening with their partners and spouses. These phenomena surely influence, one way or another, the creation of significant paternal restrictions in dealing with custody disputes. By Way of Conclusion: How Custody Cases Should Be Decided Drawing from the points that the discussions were able to present, this paper concludes with the thought that paternal custody for children evidently suffers from misjudged perspectives involving restrictive gender roles and stereotypes. The factors that were cited all seem to point to this long-known trend. The numbers have been, and I believe will always be in the favour of women – that women out of personal want or societal onus will always feel the urge to be more of the parent and provider for their children. But custody cases should be decided not on account of existing gender role assignment or biased stereotypes against the male gender. On the contrary, custody disputes must be decided upon without any compromise to the equal footing each parent – whether male or female – must be accorded in the process. Both parents must be accorded with equal time for visitation, residence and financial support; inasmuch as both parents are responsible for the well being of their children despite the failure in marital union. Works Cited Ambert, A. (2005). Divorce: Facts, Causes and Consequences. Retrieved 08 July 2008, from http://www. vifamily. ca/library/cft/divorce_05. html#Custody Maccoby, E. , Depner, C. , and Mnookin, R. â€Å"Custody of Children Following Divorce† in Mavis Hetherington and Josephine Arasteh, editors. (1988) Impact of Divorce, Single Parenting and Stepparenting on Children. Hillsdale, NJ, Lawrence Erlbaum Associates. Pulkingham, J. (1994) â€Å"Contested Custody Claims in Canada†. Canadian Journal of Law and Society, 9, 73-97. Retrieved 08 July 2008, from http://fathersforlife. org/millar/custody. htm. Richard, C. (1996). â€Å"Vancouver Police Department, ‘Violence and Intimidation Against Women in Relationships: January to July 1996’† as compiled by Margaret Denike & Agnes Huang (1998). Myths and Realities of Custody and Access. Retrieved 08 July 2008, from http://www. harbour. sfu. ca/freda/reports/myths. htm.

Social Teachings of the Church

Social Teachings of the Church Catholic social teaching is a body of doctrine developed by the Catholic Church on matters of poverty and wealth, economics, social organization and the role of the state and according to Pope John Paul II, its foundation â€Å"rests on the threefold cornerstones of human dignity, solidarity and subsidiarity. † It is the basis of how the short film that depicts how the leftovers of one fast food chain then become the meals of impoverished hungry people.First of all, Catholic social teaching, as mentioned above, is based on human ignity, solidarity, and subsidiarity and has been developed to aid with such matters. Dignity, which is innate, being human makes us all equal, there are no differences regardless of any race, sex, age, or even economic status. Solidarity, that we are all brothers and sisters, that we are all one human race, that what happens is for the common good. And subsidiarity, that there should be a limit on the role of the governm ent.The principles are meant to help one Judge what is fair or â€Å"equitable. † They allow us to look at social situations with a rubric for how they should be andled and how we all should be treated and how we should treat others. The social situation that was depicted in the short film was that of hunger, inequality, and poverty. First we should ask ourselves if what was depicted is fair. Is it fair that people, who have the same dignity as you and me, eat the refuse of others? Is it fair that while people get to live large, there are others barely surviving?Is it not that we are all humans, all with equal dignity? Shouldn't the common good of all be what all people should strive for? These are the questions that the principles of the ocial teachings of the church can answer. The principle of human dignity- it simply means and states that all humans are equal because by being human we are all born with equal dignity regardless of status. In the case, these people are look ed down upon and are pitied because they have to eat what others throw out, it is not fair.We are all equal, and those who suffer from poverty should have the same opportunities as everyone else, it does not only limit itself to the bodily needs such as food, but also life in general and what they should be able to accomplish. We are all equal, equal ignity; therefore we should have equal opportunities in life. The principle of Respect for Human Life- it is that human life is sacred, it is precious at every stage, from as soon as life is conceived to the moment of death, it is precious and should be cherished and respected.How are those with less respected? They are given the waste of others and food is a basic necessity of man and thus is one of the things that allow a person to live and if one is not given the proper nutrition then this life is not respected. Everyone is worthy of protection and respect. The Principle of ssociation- the centerpiece of society is the family, and it is through the family along with other social institutions that promote growth, human dignity and the common good. In the case, was common good promoted?The less fortunate were unable to get the same things and treatment as other people; our families with other social institutions such as the church can help promote common good and actually make a change about the situation that the less fortunate are in. The Principle of Participation- without participation, the benetl ts received through social institutions ill not be able to be achieved and received, The human person has the right to not shut out from participating in those institutions to achieve fulfillment.The less fortunate, the ones in the case as well, should be allowed the opportunities to participate in social institutions to achieve their fulfillment and to not Just live a live of subsistence, one that has them eating the refuse of others. The preferential protection for the poor and vulnerable- Society is marred by dif ferent social classes and divisions and those that are not as fortunate, poor and vulnerable, should be hose who are to be helped first. Why?Because they themselves cannot do anything about it and for the common good to be achieved, those who have more must achieve and allow to prevail the protection and support of those who are less fortunate. For society to be whole, common good must be achieved. Those in the case must be helped, their common good must be kept in mind as well and those with the power to achieve this common good should be able to aid those who are in need. The Principle of Solidarity- this teaching proclaims that we are our brothers' and sisters' eepers, wherever they live.We are one human family; we must learn to love our neighbors. This functions as a moral category that leads us to promote and protect the common good. In the case, those who are impoverished, are they treated as our brothers and sisters? Would you give your sisters your leftovers from the trash? I think not; this principle means that we aim for the common good, we are one human family and all we do should help one another, to not be selfish. The principle of stewardship- The Catholic tradition insists that we show our respect for the Creator y our stewardship of creation.We are managers; we must be morally responsible for our environment. These responsibilities also extend to our use of personal talents, our attention to personal health and our use of personal property. We all have talents, and we must use them for the common good. Those who have the ability to help others out should be able to do Just that, be stewards and protect those who are more in need, not only the less fortunate but also our environment for future generations so that the conditions in future generations may even improve nd that cases like this one will even be extinct. ? The principle of Subsidiarity- the principle of subsidiary puts a proper limit on government by insisting that no higher level of organization should perform something that can be handled by a lower level of organization. This takes away the chance of oppressive governments controlling everything. But in the case the government should be helping as well because the government governs its people and should look out for its common good, providing opportunities for its people. The principles of human Equality- We are all equal ecause we are all humans with the same dignity.Being equal and treating others equally is a way of defining Justice and it is this â€Å"fairness† of what is right or wrong that defines how we should all be treated. In the case, are these people equal? Are they being treated fairly? I think not, and this is a simple principle which means so much because we should all be treated equally and fairly, it s what is required of us, it is what God wants. The principle of common good- the common good is understood as the social conditions that allow people to reach their full human otential and to realize their human dignity.What everyone does, all actions, should be for this- the common good. We are all one human race and advancements by some shoul d be snared by all and we should all be able to snare the same opportunities and resources that will allow us to develop and realize our dignity, which makes us all equal. In conclusion, before enumerating these principles, I asked certain questions about equality, fairness, and dignity. The case depicted in the short film should not be a reality, these principles should be guides on what we hould be able to do to help the less fortunate and end these harsh social realities.I have answered these first questions with these principles and the answer is NO; these people should not be living a life of poverty, that the common good should be achieved, how we have the abilities to help these people, and how we are all humans with equal dignity so it should be that we all are treated fairly, equally, and Justly.

Is the U.S. seeking to contain China Essay Example | Topics and Well Written Essays - 1750 words - 1

Is the U.S. Seeking to Contain China - Essay Example Such moves are seen as a threat to the security and stability of the region and a deliberate attempt by China to assert its power over its neighbors. This action prompted the U.S to construct an offshore alliance with other military forces in the eastern and southern borders of China such as Japan and South Korea. The U.S also formed the SEATO and ANZUS treaties which linked up countries such as Thailand, Philippines, Australia and New Zealand as its allies in the period between 1949 and 1969. It maintained military bases in these regions and also went to the extent of encouraging them to refrain from entering into diplomatic ties with China. However, over the years the Chinese have managed to create a coalition with some of its neighbors who are dedicated to containing Chinese power. Notably, these coalition partners include South Korea, Vietnam, and the Philippines all of whom previously were U.S allies. This is some circles can be viewed as a deliberate move by the Chinese government to move into the territory previously occupied by the Americans. Such moves are further fuelling tensions of the intentions of such a quest for power and dominance by China. Furthermore, the Chinese constant threats to Japan over the island dispute amid the already heightened tensions created by its military forces are not helping the situation. These islands called Diaoyo by the Chinese and Senkaku by the Japanese has ushered in a new rise to probable aggressions and security instability especially considering Chinas firm stand on the subject. These threats to Japan further escalated when the Chines targeted a Japanese ship with its weapo ns radar, a situation that did not go unmentioned when Japans prime minister issued a stern response terming that move as dangerous.  

Bonus assignment #1 Case Study Example | Topics and Well Written Essays - 250 words

Bonus assignment #1 - Case Study Example The CEO is Joseph W. Luter, III while the Board chair is Wendell H. Murphy. The Board structure of Smithfield is of the norm since the company is legally instituted. The director depending on whether they are employees or not are subjected to fees and shareholding respectively (Smithfield Corporation, 2012). Directors’ interest can be aligned to that of shareholders by making them one of the shareholders. The company has not a nomination committee (Smithfield Corporation, 2012) and I think shareholders hence vote the directors the independence of the process, which is guided by law. The audit committee is composed of Audit Committee is comprised of Messrs. Faison and Murphy, it is independent and it held a meeting once which is satisfactory. Greenberg joined the board in 1987 while Richard Holland is a manager and Banker by profession. The firm held nine annual boards meetings all of them attending at least 75% as required. Stock ownership of Smithfield by other shareholder stands at 55.7% leaving the rest for the CEO who is therefore the majority shareholder hence in direct control. The other directors holding more than 5% shareholding are passive to the business operations while exercising control through their major vote. Though the company exercises professional management, its governance structure is that which exercises control from the top (Smithfield Corporation, 2012). The leadership has tried to modify this depending on the environment of operation making the company survive despite fierce competition in its

Discuss the themes expolred in George Eliot's Adam Bede Essay

Discuss the themes expolred in George Eliot's Adam Bede - Essay Example She lived in a male dominated society and which is why she was forced to satisfy her desire of writing by acquiring a Pseudonym, which was again a male name â€Å"George Eliot†. She was a rebel and her novels were not fantasies but were based on real life experiences. In this novel she has explored various themes like – Class Discrimination, Love, Motherhood, Identity of Women, Human Infanticide, Industry, Nature, Adultery and Reputation in the society. Every character in Eliot’s novel bears some kind of significance. Each one possesses certain traits that make readers understand how a person should be or should not be. As every character unfolds in the novel, we find how skillfully, Eliot has dealt with different themes or issues in the form of events or happenings in the lives of those characters. Every character is the personification of every theme, which the writer intends to convey to the readers. Adam Bede, the protagonist of this novel is a carpenter by profession. He is a very lovable character, good looking and is a true moralist. He is described to have extra-ordinary skills in carpentry. He falls in love with Hetty Sorel, the orphaned niece of Mr. Poyser. Mr and Mrs. Poyser feel that Hetty and Adam would make a good match, as they both belong to the same social class. On the other side, Captain Arthur Donnithorne, who is the grandson of the Squire Donnithorne also is in love with Hetty. He is physically attracted towards her but suddenly changes his mind and thinks that it would not be good to continue his courtship with Hetty, who belongs to a lower class than his. Hetty too loves Arthur and dreams of marrying Captain Arthur and becoming a gentlewoman. She dreams of the riches and the respect she would be getting after marrying Arthur. Thus we come to know that marriage was moreover based on social class than love. Before marrying every person thought of the reputation or the standard of his or her partner. Thus we see that Eliot has

M7A2 Assignment Example | Topics and Well Written Essays - 1750 words

M7A2 - Assignment Example For instance, the researcher may influence the results of the study by selecting one group of employees or from his favourite profession for the stress at work research, and in so doing will skew the research findings to this group or profession ignoring the other professions who still face stress at work. In order to avoid this bias the research will employ random selection of the employees sample to be interviewed for my stress at work-places research. Voice The researchers’ voice in qualitative researches is evident mostly in the interview questions of the study and he should be wary of biased or skewed results. Therefore, the researcher should always develop his questions in a neutral manner to avoid their voice hampering the research findings and results as well. In my research, I will hire the services of professionals and my friends to review my interview questions for biasness to eliminate any chance of my voice altering research findings. Conclusion Therefore, researc hers in order to gain credibility of their research they should be wary of their voice and reflexivity influencing research findings. ... In this regard, employees are bound to balance work place demands as well as stresses that originate outside the work place. Today, most of the employees through their unions have considered going to court to fight for the improvement of their working environment, which they claim to be very stressful. According to Ross and Altmaier (2007), there are many bodies that have been formed by the authorities to scale down the stress rendered to the employees at the work place. These are stresses that are brought about by the inattention of the employer to provide a conducive atmosphere for the employees. Similar to any life challenge, stress has become one of the life challenges that need to be contained and controlled; in this case, there are some proposed ways of managing stress at the work place. Employees are advised to consider that they need to take personal responsibility by improving on their emotional and physical well-being. There is also the option of communication skills improv ement with co-workers and the management. Finally, one should avoid certain pitfalls by identifying those knee jerk habits and the attitudes aggravate the level of stress (Stranks, 2005). The researcher seeks to understand the percentage of employees in the work place who have a feeling that they are working in a stressful environment and the source of the stress whether from or outside the work place. Qualitative Methodology: Grounded Theory Method In the research to follow, the qualitative tradition used is the grounded theory, whereby the normal research processes is reversed. Instead of the hypothesis being developed before the actual data is collected, inductive and deductive reasoning is

Human Physiology Essay Example | Topics and Well Written Essays - 500 words

Human Physiology - Essay Example Resistance to flow through a vessel is also inversely related to its radius raised to the fourth power. Even a small decrease in the radius of the vessel would result in a large increase in the resistance to flow. At any given point in time the most important factors governing the smooth functioning of the blood circulatory system are volume, pressure, resistance and flow. For the optimal functioning of the system it requires a specific and a pressure that is necessary and sufficient to ensure the flow of blood through all body tissues. The relation between pressure (P), resistance (R) and blood flow (F) is given by the equation, F = P/R. P precisely is the difference in pressure between the two ends of the system. In pulmonary circulation the total resistance is approximated at 0.12 PRU. In this case, the flow of blood is the same as systemic circulation. However the pressure difference between the two ends of the system is much less. According to Poiseuilli, a French physician, flow of blood is also affected by viscosity of blood. It explains the resistance to flow due to the friction caused by the molecules present in the blood. Blood being a non-homogenous fluid, more number of molecules is present resulting in greater friction and hence increased resistance to flow. Porth C.

Company and Partnership Law Essay Example | Topics and Well Written Essays - 2250 words

Company and Partnership Law - Essay Example This principle is termed as the Salomon Principle. The paper first discusses the issue of Salomon litigation. The doctrine of the legal entity came from the Salomon case. The facts and findings from the case disclosed that the owner incorporated firms where the family members were the shareholders. The issue and problem came up when the business of the company turns to be bad. The assets value was not sufficient to pay the creditors of the company and that of the owner. The bibliography of Aron Salomon was a leather merchant and wholesale boot maker who initially ran their business having a single owner. In 1892, his children became interested in managing the business in consequentially making Aron decide to manage and convert the business as an organization called Salomon & Company Limited, with a aim of transforming his leather and boot-manufacturing business to the Company. The members (shareholders) of the Company were to be Aron Salomon and his family2. Aron Salomon engaged himself into an agreement with Adolph Anhalt. Adolph Anhalt is considered the trustee of the company. They settled the terms that assuming the case of transferring the business occur. The agreement included the part payment where the Aron Salomon was to receive  £10,000 in debentures showing proof of money loaned out to the Company in that amount. During that period, the legal framework allowed that seven people subscribe to be the company members and owners of the company. As mentioned above, the members were Aron Salomon, Aron Salomon wife, and Aron Salomon children. His sons took control of the company with Aron Salomon as managing director He went ahead to sell his business to the Company for close to  £39,000, with  £10,000 being a debt to Aron and the debentures would serve as evidence. Salomon therefore became the Company’s main shareholder and creditor. On the following year (1893), the Company became liquidated; the arrangement

The Prefabricated Houses Term Paper Example | Topics and Well Written Essays - 3750 words

The Prefabricated Houses - Term Paper Example One of these types of buildings is known as "prefabricated house" that kind of housing can be finished in short period and manufactured off-site in advance. It consists of standard sections that can be easily shipped, assembled, and dis-assembled. Moreover, the cost of  prefabricated  unit  is equivalent to  30-40%  of the cost of typical unit. This paper explores prefabricated housing, benefits, types, installation procedure, misconceptions, and future prospects. Prefabricated Houses Defined Prefabrication is a process of assembling the components of a particular structure in a factory and transporting the finished assemblies or sub-assemblies to the construction site where the final product is to be installed. The process is an alternative to the traditional on-site construction practice where raw material is gathered and assembled on location of construction (Daab, 2008). The primary principle of prefabrication is grouping comparable construction tasks and applying assem bly line techniques on construction site where skilled labor is available. The process is also called off-site manufacture (OSM). The practice is more effective when modularization is also employed, that is, the process of repeating units of form throughout the structure, or when several replica of the same basic structure are to be built (West 1). According to Callcutt Review of House building Delivery (2007) prefabrication is time-saving, economical, and provide high quality end product. In addition, the process has a potential to offer faster construction, cleaner and safer working conditions, reduced housing faults, reduced construction waste, and more energy efficient homes. On the other hand, some of the challenges of prefabricated housing include: interface detailing, handling and supply chain logistics, transportation to location, investment ability, and social stigma (West 1).Schweitzer and Michael state: "The earliest known examples of successful prefabricated housing in A merica came soon after, however, the "great house" of Edward Winslow was sent from England to Cape Ann northeast of Boston in 1624 to provide for the fishing fleet already operating there. The building was reportedly moved several times subsequently and parts of its supposedly were built into a house in Salem, Massachusetts, still standing today, more than 300 years later."(57) Types of Prefabricated Housing According to BRE and UK Department for Communities and Local Government (Callcutt, 2007) there are three types of prefabricated systems used by housing market. It includes volumetric systems, partial modularization, and prefabrication of elements. Volumetric systems include completely assembled three-dimensional modular units manufactured in a factory and installed on location. Partial modularization includes standardized units or elements while prefabrication of elements refers to an assortment of individual systems including 'frames' and 'structural insulated panels (SIP)'.Eac h of these systems has its own pros and cons, however, all of these are important for prefabricated housing market because of their use in isolation or combination as hybrid techniques(Callcutts,2007). Three types of prefabricated housing market sections include modular, penalized, and precut. A modular home system consists of three-dimensional unit. It includes interior and exterior walls, plumbing, wiring, and other kinds of utility

10 Most Important People in the United States Essay Example for Free

10 Most Important People in the United States Essay Abraham Lincoln is first because he did a lot as the first president of the united states. He abolished slavery, granted citizenship to all people, and gave all men the right to vote. One of the most important things about him was how he established the Emancipation Proclamation, which said that the union was willing to fight to end slavery. He was important because without him none of these things would have happened. George Washington was second because he did some very important things that impacted the U.   S. history. He was a general for the United States. He won two battles, then became president of the United States. He won the revolutionary war and the French and Indian war. He is important because without him the nation would still belong to Britain. Thomas Jefferson drafted the declaration of independence, which declared the 13 colonies a free and independent country. He was also involved in colonial policies and the negotiations that resulted in the Articles of Confederation. Later the US Constitution was made. As the 3rd President, he agreed to the Louisiana Purchase in 1803, doubling the size of the territory of the US. Without Thomas Jefferson the United States would have never been doubled in size in 1803 which would result in the United States being the same size it was before the Louisiana purchase. Andrew Jackson an army general who defeated the Creek Indians at the Battle of Horseshoe Bend, and the British at the Battle of New Orleans. His enthusiastic followers created a Democratic Party, the Jacksonian democracy. He later became known as the 7th President of the United States. He is important because without him we would never have defeated the natives at these two battles. he was elected to the Massachusetts House of Representatives. With Parliament’s passage of the Coercive Acts, Adams realized that the time had come for the Americans to invoke what he called â€Å"revolution-principles. †

Take My Eyes Essay Example for Free

Take My Eyes Essay 1.Spousal abuse physically and mentally are obviously the central theme to this movie, there are however a few other underlying themes. First of the theme of reforming or not reforming is shown through the abused women ´s decision in whether or not to go to Madrid and start a career she loves or to stay home with an abusive husband. In the end, the main character finally chose not to reform to her cultures ways and leaves for Madrid. Unlike her mother who stayed with an abusive husband until he died. Another theme would be how abuse affects the entire family. This is really seen with the son of the abused mother and abusive father. Even though the father was never abusive towards his son, he was still gravely affected by the abuse. The sister of the abused women was also affected because she saw what was happening and tried to help but her sister wouldn’t listen. This would have definitely kept her up at night at least. 2.There is explicit and implicit violence throughout the film. The beginning starts out with a ransacked apartment and the abused mother and her son running to her sister’s house. This would be an example of implicit violence. On the other hand when the husband slams her against walls and throws her around that is an example of explicit violence. The director does a good job of not using too much explicit violence because it could cause the film to become hard to watch by some viewers. 3.It is said that the eyes are the portal to one’s soul. When the husband demands for his wife’s and sons eyes, he is attempting to force his control into their soul. The tittle â€Å"take my eyes† represents the husbands need to have everything of her even her soul. The sex scene when he says give me your arms, give me your legs, and so on, is meant to show that he has not changed at all and still sees her as an object. In that scene however, she followed his request by saying take my arms, take my legs, which means she must have enjoyed some of it. 4.Art plays the role of her increased freedom and confidence. It starts with a small job working as a cashier at a religious museum, then becoming a voluntary tour guide at the museum that described and told the religious story of the painting, all the way to getting a job interview in Madrid. The more she chased art the farther it pulled her out of the hell she was in. Another important role was the one of clothes. As she gained confidence she began to dress better and take pride in herself. This angered her husband but because of her work she had to keep it up dressing nice which gave her more and more self-worth. 5.This movie is a serious study of a serious social pathology. Only two men in the movie were portrayed to be abusive monsters. The rest of the males were good honest people who the women enjoyed. It would be ignorant to claim this as male bashing. It is a good tool to advocate for those women.

HRM and Staff Turnover in the Hospitality Industry

HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe HRM and Staff Turnover in the Hospitality Industry HRM and Staff Turnover in the Hospitality Industry CHAPTER 1 INTRODUCTION 1.1 Rationale Findings show extensive existing research in the field of Human Resource Management (HRM) practices and how they might benefit an organisations business performance. Academics suggest that there is a series or bundle of human resource (HR) practices which are of great benefit to an organisation, for example, selection and recruitment, training and development, without giving any consideration to other contingency factors, such as the size, structure or varying labour markets of an organisation (Pfeffer, 1994a; 1998b; Huselid, 1995 cited in Gonzalez and Tacorante, 2004). This is known as the best practice approach to HRM. There is also a different contingent approach, known as the best-fit approach, which is dependent upon the organisations strategic focus, suggesting that it is more beneficial for an organisation to use HR practices which are more aligned with its strategies and external environment (Legge in Storey, 2001). These two approaches will be discussed in more detail in Cha pter 2. Although the literature in the field of HRM shows a positive correlation between employee perceptions of HRM fairness and employee acceptance and satisfaction with HRM decisions (Bowen et al., 1999), there is a gap in the research when it comes to a direct link between HRM and staff turnover and more research is needed to support an assertion that good HRM within an organisation leads to a greater retention of front office staff. Although the hospitality industry has experienced almost continuous growth since the 1900s, poor staff retention has always been a problem in the industry. The Chartered Institute of Personnel and Development (CIPD) (2009) state that the highest levels of labour turnover are found in the service sector and in the hotel and catering industry in particular (www.cipd.co.uk, 2009). Research points to various reasons for this such as lack of training, development and career opportunities. The term front office refers to organisations departments which come into contact with their customers such as the reception area of a hotel, which might consist of a receptionist, reception supervisor and perhaps a revenue or finance manager in some smaller establishments. It is the authors own experience, from working in the hotel industry, that many front office employees possess certain characteristics which render them more susceptible to a high level of turnover and examples of these will be discussed below. In addition, the author has found that front office employees generally do not receive the same HR configuration as some of their counterparts. For these reasons, the author has seen fit to investigate further the extent to which poor HRM practices affect turnover for front office staff in the hospitality industry. 1.2 Aim The purpose of this dissertation is to investigate two of the main problems in the hospitality industry: poor HRM practices and high staff turnover and the existence of a direct link between these working on the hypothesis that sound HRM practices should significantly reduce staff turnover. 1.3 Objectives To critically review current HRM practices in the hospitality industry, looking specifically at selection and recruitment and training and development, which are seen to have the greatest impact on staff turnover, highlighting the reasons why poor HRM practices might affect staff retention. To provide a definition of staff turnover and discuss the main causes of high staff turnover within the hospitality industry. To investigate the characteristics of front office staff, looking closely at the work of Lepack and Snell (1999a; 2002b) regarding Human Resource Architecture, with the aim of showing that front office staff receive a different HR configuration to other employees who might be seen as more important to an organisation. 1.4 Methodology Research is briefly defined as a form of systematic enquiry that contributes to knowledge (Altinay and Paraskevas, 2008:1) and in the case of this dissertation was used to identify new and better ways of managing within the hospitality industry. After reflecting on experience the author decided to investigate further the area of HRM practices and staff turnover, once the research area was decided the author then had to choose the research method which best suited the research question. Saunders suggests that most research questions are answered using some combination of secondary and primary research (Saunders et al., 2003:189). However, the author of this dissertation takes the view that that there is sufficient secondary data available to achieve the aims and objectives stated above and it is therefore based solely on secondary research drawing on existing sources alone. Work by academics in the area of HRM, for example, Lashley (1998); Boxall (2008); Hoque (2000); Purcell (2001a; 2008b); Torrington, Hall and Taylor (1991); Mullins (1998); Lucas (2004); Armstrong (1987a; 1992b; 2000c); Storey (1992a; 1995b; 2001c); and Guest (1987a; 1989b) will be analysed to provide a base to the theory of HRM. Data from government sources, for example, People1st, will be used as further evidence to back up the authors findings. The main advantage of secondary research is that it saves time and money (Ghauri and Gronhaugh, 2002). Secondary data can be obtained much more quickly than primary data and time is the only cost incurred. Secondary data facilitates the analysis of larger data sets, such as those collected by government surveys (Saunders et al, 2003). It is readily available and generally of proven reliability. Stewart and Kimes (1993) suggest that the quality of data in secondary research is likely to be far superior to that obtained through primary research as secondary data is permanent and more open to public scrutiny. Secondary information offers relatively quick and inexpensive answers to many questions and is almost always the point of departure for primary research (Stewart et al., 1993:1). However, it is important to recognise that secondary data does have a number of disadvantages. It may well have been collected for a specific purpose differing, either substantively or in emphasis, from the research question and this dissertations objectives. It might also reflect the attitudes of those collecting it rather than offer an objective picture of reality (Saunders et al., 2003:203). In addition, the secondary data may be outdated. Wrenn et al (2007) suggest that old information may not necessarily be bad information, but that up-to-date information is an absolute necessity (Wrenn et al., 2007:73). The author has attempted to overcome weaknesses of the secondary research method by using secondary data that is both current and closely related in emphasis to this dissertations title, aim and objectives. As the author aimed to analyse a large data set instead of concentrating on a smaller sample, for example, one organisation in particular, it was decided that secondary research would be more appropriate for this type of study. 1.5 Structure Chapter 2 reviews the literature on HRM history, approaches, theories, strategies and practices. Views of prominent academics in the field of HRM are summarised, critically analysed and evaluated. Chapter 3 defines the different types of staff turnover which occur within an organisation, identifying drivers and costs associated with high staff turnover. Characteristics of the hospitality industry, which may make it particularly vulnerable to poor staff retention, are identified. Chapter 4 reviews some of the key HRM practices being used in the hotel industry, focusing on selection and recruitment methods and training and development techniques, explaining how they affect staff turnover. Red Carnation Hotels are used as an example to show the impact the implementation of an effective training programme has on levels of employee turnover. Chapter 5 investigates Lepack and Snells (1999a; 2002b) work on Human Resource Architecture, showing that staff turnover levels in different departments might be attributable to different HR configurations. Chapter 6 concludes that good HRM practices can greatly reduce staff turnover and recommendations for improved staff turnover are made. CHAPTER 2 THE THEORY BEHIND HUMAN RESOURCE MANAGEMENT AND SOME KEY PRACTICES 2.1 Introduction This chapter reviews the literature on HRM theory, providing a brief overview of HRMs history and its similarities with personnel management. The hard and soft approaches to HRM are compared and contrasted, as are the best fit and best practice strategies. 2.2 Human Resource Management HRM is a management strategy which aims positively to influence individual ability and motivation and afford employees the opportunity to perform to the best of their abilities. (Blumberg and Pringle, 1982; Campbell, McCloy, Oppler and Sager, 1993 cited in Boxall and Purcell, 2008). Whilst Boella and Goss-Turner (2005) attempt to define HRM simply as a strategic management function aimed at determining and achieving managerial goals, Storey (2001) provides the clearest definition of HRM:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. (Storey 2001:6) HRM emerged as a new concept in the 1980s in the USA, promoted by such academics as Beer, Spector, Lawrence, Quinn Mills and Walton (1984) from the Harvard School and other influential writers who argued in favour of a more comprehensive and strategic approach to an organisations workforce (Armstrong, 1992). It quickly spread to the UK. Bratton and Gold (2003) state that HRM assumed new prominence due to concerns about global competition, the internationalization of technology and the productivity of labour (Bratton and Gold, 2003:4), all of which required managers to change the way in which organisations used their human resources and managed the employment relationship. The increased influence of trade unions and the continued growth of organisations in general, led to greater importance being placed on the personnel function of management. Prompted by economic trends and views of influential writers at the time, such as Pascale and Athos (1981), Peters and Waterman (1982), Kanter (1984) and Porter (1985), along with those from the Harvard School, chief executives began to realise that to gain, and retain, competitive advantage, human resources must be properly managed. Cuming (1993) suggests that employees are in fact the most important resource available to an organisation if organisational success is to be achieved. HRM enables an organisation to achieve goals through its workforce, whilst integrating human resource policies and business plans. Effective HRM should create a working environment in which all employees can be utilised to their full capacity and potential. It plays an important role in building the capabilities of a workforce and improving the general climate of employee attitudes (Boxall and Purcell, 2008) and aims to ensure commitment from individuals in order to achieve success for the organisation (Guest 1987). Academics have conflicting views on the meaning of HRM, some doubting its existence altogether. Fowler (1987), for example, believes that HRM is nothing more than a construct largely invented by academics and popularised by consultants (Fowler 1987 cited in Armstrong, 1999:586), while Woods (1999) claims that HRM is a paradox which has never really been mastered. Many academics are unable to make a clear distinction between HRM and personnel management (Armstrong, 1987; Sisson and Bach, 1989a; 1994b, 2000c; Legge, 1995; Torrington and Hall, 1998), while others are able to easily identify differences between them. The best way to conceptualise them, however, is as a continuum with personnel management at one end and HRM at the other (Wilson, 2001:47). Their differences and similarities can be found summarised in Table 1. 2.3 Hard and Soft HRM There are two approaches to HRM, each of which aims to provide an organisation with a competitive advantage. Storey (1992) and Guest (1987) were the first writers to make the distinction suggesting that the emphasis could either be on human or resources. In the UK, the two approaches are known as hard and soft HRM. The hard approach to HRM stresses the need for business orientated style, with an emphasis on productivity, efficiency in the utilisation of human resources and the achievement of business goals (Boella and Goss-Turner, 2005:23). Nickson (2007) describes the hard approach as instrumental and economically rational (Nickson 2007:9), aiming to gain a competitive advantage whilst keeping labour costs to a minimum. Armstrong (1992) suggests that the hard approach to HRM treats employees like any other resource, for instance land or capital, to be used as managers see fit. However, this approach does not necessarily mean that employees will be treated badly. Marchington and Wilkinson (2002) suggest that if labour is in short supply or is central to the achievement of organisational goals, employees may be treated well. For the hard approach to be most effective, the staffing structure of an organisation must mirror its needs. It is essential that an organisation has the right number of staff in the right place at the right time (Wilson, 2005). The HRM practice of human resource planning is therefore crucial (Mullins, 1998). The alternative approach, soft HRM, stresses the human aspects of HRM (Price, 2007) focussing particularly on communication and motivation. Training and development programmes as well as commitment strategies are used with the aim of producing highly skilled employees in order to gain a competitive advantage (Bratton and Gold, 2003). A soft HRM approach puts staff at the centre of determining and realising strategic objectives and staff are led rather than managed to achieve organisational success. Storey (1992) states that Soft HRM sees employees as a valuable resource whose competencies, skills and attitudes are to be appropriately nurtured (Storey, 1992:28). The organisation and its workforce work together towards a competitive advantage, the organisation aiming to improve the quality of its staff in the hope that it will reap the rewards of their development. The soft approach is based on the premise that if employees feel they have been treated well, they will do all they can to achieve organisational goals. Although some authors, for example Sisson (1994), argue that organisations claiming to use a soft HRM approach may just be using the language to disguise what is actually a hard approach, similarities have been drawn between a soft HRM approach and personnel management, as organisations use employees to achieve a competitive advantage through developing their skills and loyalty. 2.4 The best practice or best fit approach to HRM There are two fundamental HR strategies which are used to ensure that the effects of HR practices are maximised. The best practice approach is generally agreed to comprise a list of tangible practices, with best practice HRM or bundles of practices having the greatest impact on performance (Pfeffer,1994a; 1998b; Huselid,1995; Wood, 1995; Patterson et al, 1998; Guest, 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Best practice approach is based on the assumption that there is a set of best HRM practices and that adopting them will inevitably lead to superior organisational performance. (Armstrong 2000:135) The best fit model on the other hand is based on the principle that HR strategy will be more effective when appropriately integrated within the specific firm and environmental context (Boxall and Purcell, 2001) Writers suggest that there is a bundle of practices essential to the HR effective strategy of any organisation. These include practices discussed in more detail below, such as selection and recruitment, and training and development. Others may be more marginal as they do not necessarily have general application, for instance, family friendly policies, profit related pay and share ownership (Guest, 2001; Torrington et al, 1999a; 2002b; 2005c). The importance of deploying these practices in the correct manner must, however, be stressed. Simply employing them without the correct management may have a negative effect on an organisation and its retention of human resources. Critics of the best practice strategy argue that, as organisations vary in size, compete in different labour markets and have varying market strategies, what works for one organisation might not necessarily work as well for another. Organisations work systems are highly idiosyncratic (Becker et al, 1997 cited in Ingham, 2007:78) with optimum results only being achieved if practices are tailored carefully to each individual situation. Larger organisations, for instance, are more likely than smaller entities to adopt more sophisticated staffing and training procedures and to have a more structured workforce with more specialised jobs and defined career hierarchies. They inevitably require therefore more formalised HR practices to facilitate the management of larger numbers (Schuler and Jackson 1995). The concept of fit between business and HR policy is based on the assumption that if HRM is more contingent with the external environment and an organisations business strategy, it will lead to higher performance and competitive advantage (Legge cited in Storey, 2001). The best fit approach ensures that HR strategies are aligned with the culture and operational process of an organisation as well as the external environment. Armstrong suggests that this is one of the most important aims in a development programme (Armstrong 2000:132). 2.5 HRM practices Recruitment and selection procedures (Bonn and Forbringer 1992; Woods and Mcaulay 1989; Wagner 1991; Wheelhouse 1989) and training and development opportunities (Hogan 1992; Himestra 1990; Conrade et al., 1994) have been identified as having the biggest impact on staff turnover and are explored in detail in Chapter 4. Mullins (1995) recognises that the aim of any organisation must be to select the best available staff in the first place, train and develop them and to retain them for a reasonable period of time (Mullins 1995:183). Through the use of various intervention processes, for example, recruitment and selection and training and development, an organisation can influence turnover (Mullins, 1995 cited Cheng and Brown, 1998:138). This is consistent with literature which suggests that the use of high performance work practices, including recruitment and selection procedures and training, are associated with lower labour turnover, greater productivity and corporate financial performance (Huselid, 1995:635) However, before exploring recruitment and selection and training and development further it is important to mention some of the other key HRM practices used in the hospitality industry. HRM practices should cover five main areas: Staffing and recruitment; making sure that available jobs within an organisation are filled appropriately by staff with the required knowledge, experience, abilities and skills, whilst also deploying an effective retention programme. Rewards; carrying out regular appraisals and making sure that reward systems are in place as well as that staff benefit for achieving organisational goals. Employee development; ensuring that employees have the correct amount of training to enable them to do their job to the best of their abilities whilst enabling them to reach their full potential. Employee maintenance and job security; making sure that employees are working in a safe environment as well as offering support where redundancies are necessary. (Bratton and Gold, 1999; Mullins, 1998; Redman and Mathews, 1998 cited in Lucas 2004) It is also suggested that HRM practices should include team working, employee involvement, liaisons with outside bodies (ACAS, HCTC and HCIMA), maintaining statistics and records and dealing with trade unions (Redman and Mathews, 1998 cited in Lucas, 2004, Mullins, 1998). 2.6 Recruitment and Selection Recruitment and selection is an important element of HRM in all organisations regardless of size, structure or sector (Marchington et al., 2005) and is critical to the long-term success of every hospitality business (Hayes et al., 2009). In terms of the hotel industry, Kelliher and Johnson (1987, 1997) have suggested that recruitment is, in fact, HRMs central function. Recruitment is the process of identifying candidates for current or future position vacancies. It is Those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Barber, 1998:5 cited in Purcell et al., 2007:273; Hayes et al 2009:44). Selection is the process of choosing an individual for a current or future position vacancy (Hayes et al., 2009:44). Selection pares down the number of applicants while recruitment makes the paring down possible by producing the pool of candidates from whom new employees will be selected. However Recruitment and selection is generally viewed as an integrated function (Mullins, 1995; Croney, 1988; Nankervis, 1993b) and is considered as such in this dissertation. The recruitment and selection process is the first point of contact for potential employees, who will tend to judge the organisation as a whole by the manner in which it is conducted, as well as the first stage in the HRM value chain. This leads some specialists to the view that: effective recruitment is likely to be the most critical human resource function for organisational success and survival (Taylor and Collins, 2000:304 cited in Boxall et al., 2007:273). Managers must address a number of questions before they begin the recruitment and selection process for it to have the desired effect, particularly whom to target, where, how (web, newspapers, job fairs) and when and what message to communicate (Breaugh, 1992; Breaugh and Stake, 2000 cited in Boxall et al, 2007:274). Literature suggests that recruitment and selection techniques have progressed from purely traditional techniques (advertising, walk-ins, selection interviews, reference checking) towards more strategic approaches (networking, internal labour market, behavioural interviewing, targeted selection) (Nankarvis and Debrah, 1995; Nankarvis, 1993b). There has also been an increase in recruiting through informal methods (word-of-mouth networks, recruit a relative or friend incentives, keep warm contacts with past employees and speculative applicants). Evidence suggests that such incentives strengthen job satisfaction for both recruiter and recruited (Purcell and Rowley, 2001:183), which in turn reduces staff turnover. There are a number of potential implications of poor selection decisions: Managers may have to waste time on disciplinary procedures or retraining poor performers as well as recruiting replacements for those leaving the job soon after commencing employment. These processes are both expensive and time-consuming, possibly diverting managers from other tasks. Poor recruitment and selection techniques do not only lead to under-qualified staff being employed. Some may be over-qualified and decide to leave soon after starting the job (Marchington et al., 2005). 2.7 Training and Development Training and Development is another key HRM practice which, if performed effectively, can reduce staff turnover within an organisation. Pepper (1984) defines training as the organized process concerned with the acquisition of capability or the maintenance of capability (Pepper, 1984:9-11 cited in Wilson, 1999:118). It is also viewed as a service provided by an organisation for its internal customers- its employees (Lovelock, 1989 cited in Chiang et al, 2005:101). Wexley and Latham (1991) introduce development into their definition suggesting that training and development is a planned effort by an organisation to facilitate the learning of job related behaviour on the part of its employees (Wexley and Latham, 1991:3). Development can relate to future requirements, such as preparation for promotion, whilst training generally relates to the here and now. For the purposes of this dissertation, however, the two terms are considered synonymous. Training strategies can include the employment of skilled trainers and use of training manuals or videos as support tools. Training can be hands-on or may take the form of classroom training. In some cases, the two strategies may be used together with feedback being provided through evaluation and appraisals (Chiang, 2005:101). Training may be either formal and take place outside the organisation or informal, on the job, where observation and instruction occurs on site (Jones, 2004:127). An effective training plan requires a good training site, a qualified trainer with clear objectives and methods as well as the necessary training tools and an evaluation strategy (Tanke, 1990). Paynes (2004) suggests that the aim of any training plan must be to ensure that staff have the required knowledge, skills, abilities and characteristics to confront new challenges 2.8 Conclusion HRM has been defined and the conflicting views have been discussed as have the different approaches and strategies used in order to provide an overview of the topic of HRM. An overview of the key HRM practices has also been provided and those most relevant to the hospitality industry have been split into key areas. Although selection and recruitment and training and development are suggested to have the greatest impact on employee turnover, the literature suggests that other key HRM practices, such as reward schemes, employee maintenance, liaisons with outside bodies, maintaining statistics and records and dealing with trade unions, may also have a significant effect (Bratton and Gold 1999, Mullins 1998, Redman and Mathews 1998 and Lashley 1998). CHAPTER 3 STAFF TURNOVER 3.1 Introduction This Chapter explores the concept of staff turnover. Staff turnover is defined and a measure used to calculate turnover levels is discussed, along with its limitations. The characteristics of the Hospitality Industry are identified to show the extent to which they might make the industry more vulnerable to high staff turnover and turnover figures will be provided to support any assumptions that have been made. Some of the main reasons for high staff turnover in the industry will be considered looking in particular at some of the relevant push and pull factors. The cost and benefits of staff turnover will be weighed up to demonstrate the real need for the proper deployment of some of the HRM practices discussed in Chapter 2. 3.2 Definition of Staff Turnover The Hospitality Training Foundation (HtF) defines staff turnover as, the number of people leaving their job in a year as a percentage of the people employed in the industry (Hospitality Training Foundation, 1998 cited in Boella, 2005:178). Generally, turnover is measured over the financial year and is a measure of separations from an employing organisation. Organisations can use the following formula to calculate turnover rate in each department. Number of employees who left during the period X 100 Average number employed during the period Analysis of the turnover rate allows organisations not only to see whether they generally have a problem of high turnover but also to compare the rates of turnover between departments and to target workforce planning strategies accordingly. The calculation above is simple and is a broad indicator but it does have limitations. It does not reflect length of service of employees or whether or not the employer employs a few people at a high rate of pay or many people at a low rate of pay (Boella et al., 2000a; 2005b). The calculation also includes unavoidable turnover, for example, staff leaving due to illness, death or relocation and it may be beneficial to an organisation to create a measure which only measures avoidable turnover (Phillips, 2005). There are four types of turnover which occur within an organisation: voluntary; involuntary; functional and dysfunctional. The differences between them are summarised in Table 2. 3.3 Labour turnover in the Hospitality Industry Over the last 30 years the hospitality leisure and tourism sector has enjoyed a sustained period of growth and now accounts for nearly 5% of the UKs total economic output, employing 2 million people, 1/14 jobs in the UK. Labour turnover across the sector is the highest of all sectors of the economy, rising from 30% in 2005 to 31% in 2008 with recruitment and development of new staff costing an estimated  £414 million in 2008/2009 (Wisdom, 2009). A minority of employees in the hospitality industry are drawn from the primary labour market and as such are generally committed to the industry and sometimes to a particular sector within it. Riley (1996) estimates that 6% of jobs in the hospitality industry are managerial positions, 8% supervisory and 22% craft (Riley, 1996 cited in Kusluvan, 2003). The industry relies heavily, however, on the secondary labour market, which is made up of workers with skills which can be used across a number of industries, for example, secretaries, administrators and maintenance workers. Secondary labour markets do however approximate pretty closely in their characteristics to much of what happens in the industry in terms of the behaviour of employees and their treatment by employers (Goldsmith et al, 1997:16). Boella et al., (2005) suggests that these employees generally attach more importance to a geographical area rather than a career and choose to work in the industry purely to earn a living. The hospitality industry is particularly susceptible to high labour turnover because it is labour intensive and its pattern of staffing is characterised by high mobility, seasonal and part time work, with a high proportion of unskilled, young, part-time and casual staff. The proper use of HRM practices is therefore of great importance to the industry. 3.4 Reasons for staff turnover The greatest numbers of employees leave in the early days of employment, the period in which relationships have not yet developed. Mullins (1998) refers to such turnover as the induction crisis and suggests that it is particularly disruptive and costly. This early turnover is generally the result of improper selection systems, ineffective orientation and inadequate socialization process to adopt employees to the organisation (Phillips, 2005:185). As Torrington et al., (2005) point out, some departures from an organisation are unavoidable, for instance because of relocation, illness or the need to juggle work and family life. According to Lashley and Lincoln (2003), however, high labour turnover is usually due to avoidable causes, such as dissatisfaction with wages, the relationship with other staff or poor working hours, the majority of which can be addressed by effective management. Two broad categories influence staff turnover: work-related attitudes (push factors) and external environmental factors (pull factors) (McBey et al., 2001). Push factors are issues arising within an organisation, including uneven work patterns, poor pay, pe