Community Practice Essay

Facilitating and obstructing factors for development of learning in clinical practice: a student perspective. Issues and innovations in Nursing Education. Journal of Advanced Nursing 34(1), 43–50; Priest, H. , 2004. Phenomenology. Nurse Researcher 11(4), 4–6; Stockhausen, L. , 2005. Learning to become a nurse: student nurses’ reflections on their clinical experiences. Australian Journal of Nursing 22(3), 8–14). The data were analysed using content analysis techniques, exploring their contextual meaning through the development of emergent themes (Neuendorf, K. A. 2002. The Content Analysis Guidebook. Sage Publications, London). The identified themes related to elements of students’ basic skill acquisition, the development of their working relationships with mentors, patients and others, the learning opportunities offered by community practice placements and the effects that such placements had on their confidence to practice. These themes are discuss ed with regard to the published literature, to arrive at conclusions and implications for future nursing education, practice and research. Author: M. R. Baglin Source: http://www. urseeducationinpractice. com/article/S1471-5953(09)00110-3/abstract Community nursing competencies: a comparison of educator, administrator, and student perspectives. Perceptions of functioning levels of baccalaureate students nearing graduation were assessed, comparing views of 15 educators, 15 health department administrators, and 185 students. A modified list of the 47 essential public health nursing competencies identified through the U. S. Department of Health and Human Services Division of Nursing served as the basis for data collection and analyses. Student competencies in individual skills were ranked higher than group and community competencies by all three groups surveyed. Students ranked competencies at higher levels than educators and educators at higher levels than administrators. Although administrators continue to advise new graduates to work in acute care before entering community health, support for continuation of this practice was not observed based on administrator ratings. Author: Nickel JT,  Pituch MJ,  Holton J,  Didion J,  Perzynski K,  Wise J,  McVey B. Source: http://www. ncbi. nlm. nih. gov/pubmed/7899221 Enhancing students’ perspectives of health through non-traditional community experiences. The shift in emphasis to community-based health care necessitates that opportunities be provided for nursing students to acquire an understanding of the complex nature of health. A qualitative study was used to demonstrate the benefits accrued by junior baccalaureate nursing students in non-traditional community settings. Key themes that emerged from data analysis included definitions of health and illness as context specific, and environmental factors influencing health. The study demonstrated that learning experiences with diverse communities can broaden students’ perspectives and understanding of health behaviours. Students gained an appreciation of the sociocultural variation in meanings of health and illness as well as of the social and political dimensions of health. Author: Sword W,  Noesgaard C,  Majumdar B. Source: http://www. ncbi. nlm. nih. gov/pubmed/8313070 Student Nurse Attitudes Towards Homeless Clients: a challenge for education and Practice The purpose of this research was to describe attitudes of nursing students (and paramedic officers) towards marginalized clients. Convenience quota sampling in a major health faculty was employed. Students participated on a voluntary basis. A 58-item Likert scale, developed by the authors, assessed the student nurses’ attitudes. In general, attitudes towards homeless clients were neutral; detailed analyses, however, revealed that student nurses would decline to care for homeless clients in various situations. Personal experience with homeless patients and positive attitudes of nurses significantly contributed to increased quality of care and equality of treatment for homeless clients. Certain student nurse behaviors warrant immediate attention to prevent marginalized patients from being exposed to unfair, inaccessible and biased nursing care. Based on our results, we recommend that further research attention be paid to the role of ethics education and faculty behaviors, as faculty members serve as role models for professionalization. Zoltan Balogh Semmelweiss University, Budapest, Hungary,  zrinyi_m@freemail. hu,zrinyim@who. int Source: http://nej. sagepub. com/content/11/4/334. abstract Author: Miklos Zrinyi world Health Organization, Geneva, Switzerland Student Nurses Learn Lessons in Community Health on Tribal Reservations University of Washington School of Nursing students have the unique opportunity to complete a community health rotation on one of two Native American reservations on Washington’s Kitsap Peninsula—the only rural public health clinical offered by the school of nursing. The experience has not only helped students learn about a unique group of people, but also how to relate to any patient population in future community health work. Recently, teams of student nurses were assigned to the Fort Gamble S’klallam reservation and to the Suquamish reservation, focusing on four different projects. One group of students partnered with family services personnel in an obesity prevention program mirroring TV’s â€Å"The Biggest Loser,† in which the person who lost the most weight won a car. Other students developed a nutrition program for an early childhood development center. A third group was involved in educating the staff of an early childhood development center about the prevention of Hepatitis B infections. The remaining group conducted and transcribed interviews with individuals for a community assessment. The goal of the assessment was to understand the community’s perception of its strengths and problem issues and to discover which issues were most important to the community. Author: Megan M. Krischke, Source: http://insightsinnursing. com/2009/07/student-nurses-learn-from-community-immersion/ Foreign studies Foreign nurses can slip into communication  gap According to (marshall 2009) it’s not politically correct — but it’s a frequent complaint of hospital patients in Las Vegas: â€Å"The nurses don’t speak English! The complaint is inaccurate. Foreign nurses working in Las Vegas do speak English. All have passed English language competency exams to become licensed in Nevada. But the complaint also contains an element of truth. More than 15 percent of the Las Vegas nursing workforce is internationally trained, about five times the national averag e of 3. 5 percent, according to an expert at UNLV. Most of these nurses are from Asian countries — the Philippines, India, Japan and Korea. Their English is often heavily accented and they may not understand the nuances of American culture and lingo — which can create challenges for patients and doctors. Xu’s research has shown that foreign nurses have a difficult transition to the American health care system. A study he conducted on Chinese nurses in the United States found they often felt socially isolated and paralyzed by their communication inadequacies. Foreign nurses are also forced to adjust to differences in the job description in the United States, Xu’s research has shown. Asian nurses are accustomed to family members doing tasks like bathing and feeding the patient, and may feel such jobs are beneath their level of education, one of his studies found. Language and communication problems can have a direct effect on the quality of patient care, and on the perceptions patients have of their care, Xu said. An estimated 100,000 people die every year as the result of medical errors in the United States, and communication problems are believed to be a leading cause. Xu said it’s impossible to know how much internationally trained nurses contribute to medical errors because the area is grossly understudied. Author: Marshall Allen Source: http://www. lasvegassun. com/news/2009/mar/10/foreign-nurses-can-fall-communication-gap/ A Study of the Drivers of Commitment amongst Nurses: The Salience of Training, Development and Career Issues According to (McCabe etal 2) this study is to highlight factors influencing the commitment of nurses, and particularly focuses on the role of training, development and career issues. It provides the basis for a HRD framework, outlining policy choices in developing high commitment amongst nursing staff. Design/methodology/approach: The main themes and sub-themes relating to the drivers of commitment and the role of training, development and career issues were identified and explored employing a grounded theory, constant omparative approach. Findings: The main â€Å"fault-line† between nurses and the organization concerned resource management, and the introduction of general management concepts and practices. HRD practitioners should consider using the language and terms of reference familiar to nurses when devising HRD initiatives. Factors positively influencing the comm itment of nursing staff included shared values, involving a sense of â€Å"vocational† commitment towards patient care and nursing. Strong leadership, particularly concerning the role of line management, was seen as important in influencing commitment. Teamwork and support, from both line management and colleagues, was also important. Training and development were highly regarded by nurses, and could be a useful way of recognizing and acknowledging their contribution to health care delivery. Career progression and greater involvement were viewed favourably by some nurses and unfavourably by others. The main issue concerned the possible substitution of nurse practitioner responsibilities with administrative and managerial responsibilities. Research limitations/implications: The findings are solely based on interviews with nursing staff from two NHS organizations. In exploring the various drivers of commitment and the role of training, development and career issues the study’s focus was towards depth, as opposed to breath, of investigation. Practical implications: Valuable information for HRD practitioners and researchers on the drivers of commitment amongst nursing staff and the role played by training, development and career issues is provided. Originality/value: This paper is a useful study on exploring commitment amongst nursing staff and ways in which HRD practitioners and researchers can facilitate and develop commitment. The DoLE official added that while waiting for a chance to be employed overseas, nurses can venture into and already start income generating projects. However, she admitted that the high demand for nurses abroad is a really attractive career to pursue because of its obvious economic returns. Meanwhile, Pineda disclosed that the continuing demand for Filipino nurses overseas is expected to intensify, as the world’s northern countries experience longer lifespans and the graying of their population in the next five to ten years is sure to see the deployment of local nurses. Countries that will continue to offer employment opportunities include the Gulf States in the Middle East such as the Kingdom of Saudi Arabia, Kuwait, Qatar, Bahrain and Oman,† she said. Further, European countries including the United Kingdom and Ireland will also continue hiring Filipino nurses, even as new markets are emerging in Norway, Belgium, Denmark, Finland and Netherlands. Canada, too, is a new market, while Australia and New Zealand likewise offer

Patient Confidentiality: Ethical Implications to Nursing Practice Essay

Patient confidentiality is a fundamental practice in healthcare and it is integral part of healthcare ethical standards (Purtilo & Dougherty, 2010). According to the American Nurses Association (ANA) code of ethics â€Å"the nurse has a duty to maintain confidentiality of all patient information† (Nursing world, p.6). Also, when a patient confidentiality is violated the nurse may risk their safety and welfare. There are a few exceptions to this obligation such as: an increase need to protect the patient and other parties or mandatory laws that protect public health (Nursing world, 2012). The dilemma disclosed in the article Betraying Trust or Providing Good Care? When is it okay to break confidentiality? Constitutes an ethical dilemma for the nurse caring for a teenage patient diagnosed with a sexually transmitted disease as well as related cervical cancer. The nurse sooner or later has to notify the patient parents due to further treatment is needed and parental consent is re quired. The nurse also has to notify the patient’s school since it raises concern for public health issues. There are many compelling concerns presented in this article. First of all, if a patient’s confidentiality is betrayed the patient may not want to cooperate in the future with the healthcare team. The patient may decide he/she doesn’t want medical care period, so this could risk the treatment of the patient. Secondly, the nurses must show respect and dignity for the patient by honoring the patient’s privacy. Lastly, the sanctity of the nurse-patient relationship mandates maintaining confidentiality. The patient entrusts the medical professional with private and confidential information. The medical professional must be absolutely certain of the risks versus benefits when deciding to breach confidentiality (Nathanson, 2000). The decision to break confidentiality should only be made using a systematic approach that follows an ethical decision making model. The first step in this process is gathering all relevant information. Once the healthcare provider is certain that all pertinent information is evaluated they can determine the type of ethical dilemma. In this case the ethical dilemma was the choice to maintain or breach patient confidentiality. After  determining the nature of the dilemma it is important to use a theoretical framework to analyze the issue. The nurse using a utilitarianistic theory would look at all consequences of breaking confidentiality versus maintaining confidentiality. If the nurse utilizes a deontological approach the decision is made based on the nurse’s duty and responsibility to uphold patient confidentiality. The nurse would then determine what to do in the situation by looking at all the alternatives. After determining a course of action the nurse must proceed with the action that is thought to be best. In the end the nurse should evaluate the outcomes of the decision for future professional development (Purtilo & Dougherty, 2010). A nurse faced with this type of situation may seek advice from the institution’s ethics committee in order to determine the appropriate course of action. An ethics committee may be composed of clinical personnel as well as non-clinical personnel. The committee most likely has and ethical consultant available as well to guide the decision making process. The role of an ethics committee in the clinical setting is to provide support and guidance to caregivers when they are faced with an ethical problem. The committee helps to â€Å"reduce moral distress and maintain ethical practice† (Lachman, 2010, p. 1). In the previously mentioned case involving the teenage patient’s right to confidentiality the ethics committee may have taken the following approach. First the committee would determine the patient’s ability to make decisions. They would then review all clinical information and facts related to the case. All of the alternatives would be examined and then valued according to the risks and benefits for the patient. Facility policies related to patient confidentiality as well as legal implications would be referenced. In this case the committee would investigate the potential for community harm related to the situation. After determining an ethical plan of action, recommendations would be made to the physician and nurse in this case (Lachman, 2010). In the end the decision would be a collaborative effort between the nurse and physician based on the recommendations. Protecting a patient’s private health information is an ethical practice that helps to maintain the trusting relationship between patient and nurse. The professional nurse is obligated to do so not only by the professional code of ethics but also by government mandates related to Health Insurance Portability and Accountability Act (HIPAA). There are instances when the  best interests of the patient or community safety provide good cause for breaking patient confidentiality. It is important for the nurse to use an ethical decision making process either alone or in collaboration with the healthcare team to determine the appropriate course of action (Purtilo & Dougherty, 2010). References American Nurses Association Code of Ethics retrieved from Nursingworld (ANA website) available at http://www.nursingworld.org/MainMenuCategories/EthicsStandards/CodeofEthicsforNurses/Code-of-Ethics.pdf Lachman, V. (2010). Ethics, law, and policy. Clinical ethics committees: organizational support for ethical practice. MEDSURG Nursing, 19(6), 351-353. Nathanson, Pamela G., â€Å"Bioethics on NBC’s ER: Betraying Trust or Providing Good Care? When Is It Ok to Break Confidentiality?† (February 24, 2000) located at http://www.bioethics.net/articles.php?viewCat=7&articleId=133 Purtilo, Ruth M. & Doherty, Regina (2010). Ethical Dimensions in the Health Professions [5] (Vital Source Bookshelf). Retrieved from http://pageburstls.elsevier.com/books/978-1-4377-0896-7/id/B9781437708967000126_f5010

An Introduction To Encryption And Decryption

An Introduction To Encryption And Decryption CHAPTER 1 This thesis proposes a VHSIC Hardware Description Language (VHDL) design of Encryption and Decryption Algorithm for Data. In this chapter, the challenges of cryptography is firstly presented. This chapter also briefly discusses the problem definition, scope of work and the thesis objectives are also highlighted.Finally, the chapter end with the chapter organization. The dissertation presentation is provided at the end 1.1 An introduction to Encryption and Decryption, a type of cryptography Encryption and Decryption, a type of cryptography, refers to the process of scrambling information so that the observer cannot be detecting the data. Cryptographic key is a piece of data used to encrypt or decrypt to plaintext. (Alex Brennen V., 2004) The Crypto, from the word cryptographic mean is it has its origins in the Greek word KRUOTOS, which means hidden. Thus the objective of cryptography is to hide information so that only the intended recipient can read it.[2] . Cryptographic is a protocol or method of performing encryption and decryption (Alex Brennen V., 2004). There are two types of cryptographic: symmetric and asymmetric key. Figure 1.1 is example a symmetric cryptographic has a single key, which is used for both encrypting and decrypting information. Data Encryption and Decryption is a well-known example of symmetric cryptographic. In symmetric cryptographic, public-key cryptographic uses complementary pair of keys to divided the process of encryption and decryption. This process is shown in Figure 1.2. This part is discuss about the symmetric-key cryptographic only.[3]. The proposed projects is to create the algorithms where it is use to convert of information, rearranging the original massage produce output referred as ciphertext Plaintext Plaintext Ciphertext Key Figure 1.1: Symmetric Cryptographic Plaintext Plaintext Ciphertext Encryption Key and Decryption Key Figure 1.2: Public-Key Cryptographic 1.2 Problem Statement At present there are many encryption and decryption, especially in the communication system provided in a variety of application. Encryption and decryption is particularly impacted in the field of military communications and reliable security data to protection for transmitting. This ciphertext is used in the military is to send information such as direction, strategy, secret codes and other information that can not be know by the national foe during the war.[4] Creating this system is the process by which information can not be detect by the national foe. The information can not be recognizing by the national foe because this system is using the process to encrypt data and decrypt data. [4] 1.3 Scopes of Work Based on available software resources, limited time frame and expertise, this research project is narrowed down to the following scope of work: 1. The project is only to design fixed 64-bit input of data block size, 64-bit output of data block size and 56-bit of key size based on an Encryption and Decr yption algorithm . 2. The projects is limited to design, to synthesis, to simulate and to verify the design in Altera Quartus II software. Objective The project are to create a system that can protect electronic data (secret information) which Consist of encryption and decryption process and to fully design an encryption and decryption algorithm using VHDL. The objectives of this project are

Can the effect of engineering on poverty be measured Essay

Can the effect of engineering on poverty be measured - Essay Example It is projected that 20.5% of the globe’s population is living below the poverty line as these groups’ income is less than $1 dollar per day. Among the most favourable types of achieving revenue for all in the supply chain in the manufacturing of products that enhance the earning capacity of those people who are living in acute poverty, products like coconut oil presses, water drip irrigation and treadle pumps have ushered millions of dollars in revenue for poverty tormented nations and assisted over 12 million poor people to free themselves from the poverty. The aim of this research paper is to illustrate poverty eradication for those ensnarled in poverty with the capability to come over from it permanently and for this, sustainable development is required. However, sustainability is an intricate feature that encompasses social, economic, technological, political and environmental factors. In the 1970s, the engineering community started to ceremoniously address the mounting problem of poverty. Market-oriented development buttressed the issue of poverty eradication by " just not only planning and designing technologies ‘suitable ‘ to the downtrodden but also planning and designing technologies for the people in poor locality, which can themselves consider it proper and employ the same to promote their own interests. An understanding of the dynamics of the local culture is needed to develop products that can usher more income (Lewis et al 2010:252). This research essay will mainly focus on how the impact of engineering on poverty can be evaluated by focusing the impact of engineering on the dimension of poverty. This research essay will also discuss how can features of engineering will assist in relieving poverty across the globe. Further, it will discuss how engineering through infrastructure projects help the different communities which are in crises, and how they return to normal

Realizing My Potentials Essay Example | Topics and Well Written Essays - 1250 words

Realizing My Potentials - Essay Example Belonging to a place which is the hub of all activities such as culture, entertainment, sports, media, trade, and arts have influenced my personality in many ways. The purity of my land has affected my upbringing and has bought a positive impact on my personality. Miami Beach is a center of attraction for many has developed great affinity in me for beaches and has also helped in to build up my love for water sports. Being the youngest in my family with two elder brothers, I have always been pampered and that has also made me a real family oriented person. For me, my utmost priority is my family. My family takes its roots from the African Americans. Apart from that, I am personally a sports lover. Football has influenced me since childhood and has been an essential part of my life since then. Football has been my passion and I have played football for my school that is Hialeah High School. I have also represented the University of Central Michigan in football at various events bringin g laurels for them. The love for sports and other athletics has shaped my personality. I believe that I can compete in all areas of life irrespective of what obstacles and hurdles come my way. I am very determined and I have a firm belief in my capabilities. Education has always been the priority of my family. Belonging to an average middle-class sector of the society, the value of education has always been given in my family. Currently, I am enrolled in school to study criminology. The reason behind choosing criminology was because of my interest in crime and what causes crime, its nature and to what extent it can be affected. This inquisition made me opt for this subject so that I could study in depth the behavior of crime on individuals, as well as the society. Concepts The first and the foremost thing that has developed within me is conscientiousness. Conscientiousness deals with the "Common features of this dimension include high levels of thoughtfulness, with good impulse cont rol and goal-directed behaviors." (Coon, 394) This apparently means that I am very organized and I take care of the minutest details in everything I do. This trait has been really controversial for me as at times as I do not let go of myself and my feelings resulting in being quite reserved and losing people who make difference in my life because of lack of expression of my feelings. Anxiety is also something I possess. Nervousness and anxiety go hand in hand. Despite this fact, I have always been really confident, active and determined. Public speaking has always made me nervous. I find it really difficult to face masses of people and, therefore, I undergo issues like "headaches, stomachaches, breathlessness, hyperventilation, blushing, trembling, increase heart rate, muscle tension, and sweating." (Kearney, 103). These are the symptoms of nervousness mentioned by Kearney in his book. Because of the anxiety and nervousness, I tend to show all the symptoms I previously mentioned whi ch drain my confidence and leave me numb when I have to face the public. Another issue which is affecting my personality is my behavior in public. Socially, I do not tend to mingle with people that easily. Since I get reserved and show signs of nervousness, this has made me a bit quiet when it comes to dealing with people.  

Discussion Assignment Example | Topics and Well Written Essays - 250 words - 102

Discussion - Assignment Example Critical thinking is very important especially in academics. It develops the creation of ideas, building of principles and formulation of theories. Critical thinking enables students to determine the credibility of hypothesis and experimental results. Critical thinking enables one to collect information, sum them up, select the preferred theories and arguments and be able to justify the conclusion taken. Bifocals are glasses with two different prescriptions ground into each lens, making it possible to focus at two different distances from the wearer. In this case bifocal is the term. The definition serves its main purpose by explaining what the term means. The definition given here is a lexical definition; they tell us what the word ordinarily means. (Parker & Richard, 2014). This is an analytical definition. It explains the features that a thing must have in order for the term being described may fit its description. Seventy percent of all freshmen at State College come from wealthy families; therefore, probably about the same percentage of all students at State College come from wealthy families. The premise is 70 percent of the freshmen at State College come from wealthy families. The Conclusion is most of the students in State College come from wealthy families. This argument is valid, because it guarantees its conclusion

CNC machines(Fundamentals and Applications) Essay

CNC machines(Fundamentals and Applications) - Essay Example Nowadays in order to provide better online data transfer, CNCs can be connected to the internet. Companies having multi operations are benefitted a lot from this so that they can transfer their programmes to other locations. Today’s CNCs provide a very high level of automation. Any skillful operator can use all the features to increase his/her own as well as company’s productivity. Their capacity to deliver extreme precision has given a great boost to innumerable new state-of-the-art technologies as a multiplier effect to produce thousands of products in the last 30-40 years. In the manufacturing and production sectors, automation using computers has become a common, if necessary trend. The application of Numerical Control (NC) and Computer Numerical Control (CNC) has seen production work become more effective in virtually all dimensions. With the three and five axis CNC machines, more complex shapes can be produced in real time, more accurately and without having to set and reset machines and workpieces over and over as I always the case with conventional machines. Having several structural components and coming in modular form, CNC machines are controlled using dedicated software and programs to automate and control its functions. Computer Numerical Control (CNC) is the automated control of the machine tools by a computer program and a computer; the machine is controlled by a computer rather than a person (Mattson 2009, p.9). On the other hand, Numerical Control (NC) can be defined as a type of programmable automation that involves the use of a program of instructions to control the mechanical actions of machines or equipment. The program has set of instructions that include positioning of the workhead and workpiece and other instructions that are necessary to operate the machine. A workhead is the cutting tool and the workpiece is the object being processed. The application of

Why has the concept of Persian Gulf Security changed in the War on Essay

Why has the concept of Persian Gulf Security changed in the War on Terror - Essay Example But when they did-as in the case of Kuwait with a pre-oil population of perhaps no more than seventy to one hundred thousand, Qatar with no more than forty thousand, and Abu Dhabi with less than twenty-five thousand-they sometimes struck it very, very rich. These three shaykhdoms literally had money to burn, and did. At the same time, they could not escape changing the government, the society, and the economy†.1 From the years of pre-oil discovery to the present post 9/11 years the security issues concerning the Persian Gulf States have undergone a radical and conceptual change in the geo-political reality of the globe. Traversing temporally the issues of regional conflicts and supremacy to issues concerning partnering on either side of the iron curtain divide to support ideological hegemony and expansion; the Persian Gulf States have now emerged as independent, affluent, modernized nation states that are accountable both for their internal security to their own populations a nd responsible for their alleged and tacit cooperation to varying hues of terror activities globallyy as evidenced by the 9/11 and subsequent events in London Bombings. With the drawing down of the iron curtain and emerging globalized world this accountability has been brought to sharper focus than ever before. This essay examines the emerging shape of the Persian Gulf security amongst these countervailing considerations.This paper would traverse the entire gamut of Persian Gulf security right from British control days to the present post WTC and Iraq War policy initiatives of the US. The now popular and actively sought after phrase war on terrorism had its origin in a spate of bunched and planned terrorist activities the world over with the US as the prime target. Examples of such Muslim extremist actions in civilian arena received negative western press in the world trade center and pentagon episode-where Muslim extremist organizations had strategically planned to put pressure on the

Unit9englassignm Essay Example | Topics and Well Written Essays - 1750 words

Unit9englassignm - Essay Example Initially not intended to house non-violent criminal offenders, current trends indicate that youths convicted of crimes, even very minor offenses, are being increasingly committed to detention centers in preference to the implementation of less stringent methods of punishment and rehabilitation (Foley, 2001). However, the large-scale use of detention centers as the sole method of deterring youth crime is insufficient to the purpose as it increases the familiarity and acceptance of criminal attitudes and behaviors, has a negative impact on the mental condition of detainees, and hinders both education and the healthy development of acceptable social behaviors. The detention of minors who have exhibited criminal tendencies and/or engaged in illegal activities within this type of large, secure holding facility does not result in a direct, significant level of discouragement to future crime. On the contrary, communal youth housing practices used in such detention facilities has been proven to create an atmosphere which aggravates the rate of recidivism among minors. Studies based on information compiled from multiple states suggest that as many as 60 percent of young offenders sentenced to time in a juvenile detention center have later been required to return, often to the same facility, following the commission of new criminal offense(s) (Sander, Sharkey, Tanigawa, and Mauseth, 2010). Such an excessively high rate of recidivism does little to support the notion of rehabilitation through detention. Though many factors have been blamed for the high rate of recidivist practices among delinquent youths, one influential element of this recurring criminality is the reinforcement of negative behaviors and attitudes within detention facilities themselves. Statistics concerning a seeming reduction in youth crime rates fail to consider this

Management project Research Paper Example | Topics and Well Written Essays - 250 words

Management project - Research Paper Example This however, never changed how other charity organizations viewed the group even though exotic dance is a legal profession (Edbermac, 2007). The exotic dancers hold an annual event to raise funds to donate to the charity societies. The groups hold the event in remembrance of their former dancer who died due to breast cancer (Edbermac, 2007). Trina Rickettes, the former dancer had said a mail sent notified her that the society declined to collect that years’ donation (Edbermac, 2007). The society pointed out that its major donors never approved the connection to the exotic dancers. The group fells discriminated due to rejection of donations done to help the cancer-affected patients in the society. Many organizations view the dancers as strippers hence prostitutes and they term their earning as dirty money (Edbermac, 2007). Charity organizations fear to associate with the exotic dancers unless the group agreed to be anonymous. The raised money end up in less discriminating charity organizations and the organizations benefits from the thousands of dollars from the exotic dancers (Edbermac, 2007). Edbermac. (2007, February 07). Breast Cancer Society rejects donation from exotic dancers. Retrieved may sunday, 2014, from democratic underground:

Life as a Master Cosmetologist Essay Example for Free

Life as a Master Cosmetologist Essay What is a master cosmetologist? A master cosmetologist is an individual that has knowledge and skills in the field of cosmetology through advanced education. Cosmetology is defined as the art and science of beautifying and improving skin, hair, and nails. (Houghton Mifflin, 2009) In order to obtain the title master cosmetologist certain requirements must be met. A master cosmetologist may provide beauty services, massages and scalp treatments, apply make- up, style wigs, perform some hair removal and provide nail and skin care services. Life as a Master Cosmetologist A master cosmetologist has several advantages. One advantage from working as a master cosmetologist is the option to work on skin, hair, or nails. Many choose to work in a specific field after they are licensed. Job titles reported for a master cosmetologist are; hair stylist, hairstylist, hair dresser, hairdresser, barber stylist, manager stylist, platform artist, celebrity stylist, make-up artist and nail technician. A state issued license is required to practice cosmetology, although educational requirements to receive such license vary depending on state. Georgia State Board of Cosmetology first requires an individual to receive 1500 credit hours from an accredited cosmetology school. Coursework is taught by licensed professional instructors and consist of lectures and labs covering bacteriology, sterilization, customer service and business. † (Master cosmetologist, 2011) Additional coursework includes anatomy, physiology and chemistry. Secondly, the individual must submit an application to state board for an examination date. You must past a written and practical exam with a score of 70 or above. Following, an application for initial licensure along with a money order must be submitted. The fees vary by state between $30 and $50. A Master Cosmetologist License should be renewed every two years before March 31. Some states may allow a license holder to apply for reciprocity in another state. Reciprocity may be extended to licensees from other states or countries that have similar training and licensing requirements. The state of Georgia does not reciprocate with Florida, Hawaii, New York or California. There is an endless list of job descriptions associated with a master cosmetologist. A job description is defined as a document that outlines all duties and responsibilities of a particular position in a salon. The following entries are examples of such job descriptions. *Develop new styles and techniques. *Demonstrate and sell hair care products and cosmetics. *Operate cash registers to receive payments from patrons. *Shampoo, rinse, and condition scalp, hair or hairpieces. *Update and maintain customer information records, such as beauty services provided. *Bleach, color or tint hair using temporary, demi-permanent, semi-permanent, or permanent hair color. * Schedule client appointments. *Analyze patrons’ hair and other physical features to determine and recommend beauty treatments or suggest hairstyles. Cut, trim, and shape hair or hairpieces based on customers’ instructions, hair type and facial features. *Keep work stations clean and sanitize all tools, implements, and equipment. The skills of a master cosmetologist are limitless. Providing personal assistance, emotional support, and other personal care has proven to be the most valuable. Others include but are not limite d to; performing for or working directly with the public, thinking creatively, updating and using relevant knowledge, active listening, time management, judgment and decision making, critical thinking and management of financial resources. Being aware of others’ reactions and understanding why they react the way they do is an important skill known as social perceptiveness. (E-Best resumes, 2011) Employment Most employers require a person to have a high school diploma or GED and cosmetology license. â€Å"Candidates must have a professional presentation and strong customer service skills. † (Cosmetologist career profile, 2011) Employers may ask that a salon stylist also provide an employment portfolio and resume. A portfolio is a collection of photos and documents that reflect your skills, accomplishments, and abilities in your field. A resume can be described as a written summary of a person’s education and work experience. By law, a master cosmetologist must display his or her credentials at his or her station, and clients may ask to see a license in areas where the license need not be displayed by law. A lengthy career in cosmetology may cause physical damages to the body. These damages would be considered disadvantages of working as a master cosmetologist. One disadvantage would be carpal tunnel syndrome. Carpal tunnel syndrome is caused by pressure on the median nerve- the nerve in the wrist that supplies feeling and movement to parts of the hand. It can lead to numbness, tingling, weakness or muscle damage in the hands or fingers. Varicose veins are swollen twisted and sometimes painful veins that have filled with an abnormal collection of blood and would be considered another disadvantage of this profession. Moreover, lower back pain is triggered by a combination of overuse, muscle strain, and injury to the muscles, ligaments, bones and discs, making the back more prone to injury and re-injury. Low back pain can lead to overall imbalance in the spinal structure. Occupational Outlook The market seems favorable in years to come for cosmetologists. Cosmetology could be one of the few recession proof careers; things would have to get pretty bad for most people to prompt taking haircuts and hairstyling out of their budgets. â€Å"In fact, as stress and anxiety about the economy rise, so does business at salons, where clients can find relaxation and relief in the midst of the turmoil. †(Cosmetology career trends, 2011) According to SimplyHired. com, as of 2010, the average salary for a master cosmetologist is $31,000 per year. Income may vary due to customers’ tipping habits, services provided, experience of the cosmetologist, and whether he or she works on commission. The demand for cosmetologist is expected to grow by 20% between 2008 and 2018. Opportunities should remain plentiful, especially for new graduates seeking entry-level positions. Finally, to be successful you must take ownership of your education. Not surprisingly, employment will be greater for those with professional experience and those licensed to provide a broad range of services. A demand for specialized hair services has increased in recent years. This trend will continue, leading to a favorable occupational outlook for cosmetologists.

General Motors Analysis: SWOT and Porters Five Forces Analysis

General Motors Analysis: SWOT and Porters Five Forces Analysis Automotive legend of the last century, GM, is one of the biggest corporations in the world. Although GM had big turmoils in its business, it still operates successfully in all over the universe. The aim of this assignment is to determine the GMs business strategies with rises and falls by looking into their history, having the data of what and how did they do in their businesses and analysing their company activities. Being a leader and pioneer of the automobile industry since this sectors infancy times , General Motors Corporation still keeps its successful place in this competitive business. Since 1908, General Motors Corporation (GM) is one of the largest auto producer in the world as measured by global industry sales, whose headquarters is in United States of America. William C. Durant was the founder of General Motors Company with being an innovator in automobile technology. As being a multinational automobile manaufacturer General Motors employes about 280 million people all around the world with the total assets of 149 billion US Dollars. The company manufacturers the cars and the trucks in 55 different countries (exluding US and Canada). General Motors has sub-brands under its management. Buick, Cadillac, Chevrolet, Hummer, Pontiac, Saab, Vauxhall, Holden, Saturn and Wuling are some one the names of General Motors brands. The General Motors Company placed into a global market throughout the 1920s. Meanwhile, the company built itself as a firm which provided prestige, power and the other options. As a competitor, Ford, that focused on lower costs and lower prices, reversely GM targeted customers who had likely money to spend on more featurative products. During the World War II, General Motors Company manufactured armament and military vehicles,both for Allied and Axis forces. GM had improved its business level and becomed the largest corporation in the United States after the world war II. During the 1950s, style, desing, and engineering innovations are applied into the companys production line. In 1960s, GM also focused on insurance, home appliances, financing, electronics, locomotives and banking etc. In request for the smaller cars of European producers , GM introduced Chevrolet Corvair, that was ciriticized for safety issues in following days. In the next decade, oil prices went up and as well as the oil costs , environmental problems are taken into consider at those times. Therefore, there were a shift from huge oil guzzling cars to smaller European cars increased with the first energy crisis. After that , second crisis followed quickly by rising the concern for pollution and controlling of over emission and safety problems resulted GM lose of its market share to more economical and smaller vehicles. Especially between 1980s and 1990s , the Japanese imports rocketed ( See Appendix 1) ,so that, that time of a period was a hardship for GM, which was plagued by high competition with Japanese companies. As a result of this, GM had chenged its strategies like redesingining and reengineering of its car models. However , because of the high production costs , GM had continioued its high losses in the market with huge numbers. In 1990s, General Motors Company had started to close many of its plants and also cut the jobs. With these turmoils among the company, GM followed different strategies ,like buying Saab and Daewoo, and a little portion of Subaru and Suzukis shares, that were sold later for increasing the money. As follows, GM merged with FIAT car company which lasted five years. In the late-1990s, General Motors Company seemed on the way to big recovery, with sales stabilizing and stock increasing. However, end of the 2001 September, the company started to have challenges, and the system was changed again. In the following next few years, General Motors became a survivor in the highly competitive automobile industry with the economic recession in 2008, therefore the company had bailed out by the government for avoiding bankruptcy. (bbc.co.uk, 2010) In the first quarter of 2009, the auto giant posted a 6 billion dollars loss and said that it burned through 10.2 billion dollars of cash in the first three months of the year as revenue plummeted by 20 billion dollars'(about.com, 2010). However, besides these hard circumstances, in the first half of 2010, the General Motors sold more vehicles in China than in the US. (Constantini,2010) 3. STRATEGIC ANALYSIS OF GENERAL MOTORS Analysing the companys internal and external environments, there are many different frameworks and models exist for companies. By having some strategies enables the firms to get better understanding of the critical factors for their future success. Some sof the strategic analysis methods are Dunnings Eclectic Paradigm (Cavusgil et al., 2008), Porters Diamond and Five forces, Directional Policy Matrix, Mintzbergs School of Thoughts (Mintzberg et al., 2003) Value Chain Analysis (Johnson et al., 2008), SWOT analysis (Kotler and Keller, 2009), etc. The suitable frameworks choosing is depends on what the company needs to address and in what circumstances it needs to do so (Johnson et al., 2008). This is because many firms today operate both on a national, regional and global basis and as such need appropriate strategy for each individual environment (Schlie and Yip, 2000). As being a multinational enterprise, GM operates in approximately 57 countries, including Canada and US, and they serve and operate in variety of services from improvement, marketing, manufacturing of cars, trucks to economy and insurance services (Datamonitor, 2009). A potent tool and a flexible framework that could assist in describing and assessing competitive pressures in an industry and industry attractiveness is the Porters five forces (FF) model (Niederhut-Bollmann and Theuvsen, 2008). The model helps a company to decide how and where to make strategic changes for gaining and sustaining competitive advantages over rival firms and thereby generating above-average return on investments (Niederhut-Bollmann and Theuvsen, 2008). In addition, one the school of the Mintzberg Ten School of Thoughts, The Design School, gives us another highly essential analysis for the firms. According to Mintzberg, The Design School sees strategy formation as achieving the essential fit between internal and external aspects'(Mintzberg et al., 2003:p23). Meanwhile, strenghts and weaknesses are given as the internal capabilities, on the other hand, opportunities and threads are seen as the external possibilities. Therefore, in this assignment, the General Motors Company will be analysed through company strategies. Firstly competitive advantage and analysis will be done according to Michael Porters five forces. Secondly, internal and external analysis will be given according to Mintzbergs Design School by applying the SWOT analysis. Finally, in the last to secion Value Chain and BCG Matrix Analysis will be examined. 3.1. COMPETITIVE ADVANTAGE ANALYSIS OF GM ACCORDING TO MICHAEL PORTERS FIVE FORCES The competitive analysis of a company is an essential element of identifying components which are a threat to reduce profitability. For assesing over the competitive problems , Michael Porters five forces analysis is the one of the most efficient way. Porter (2004) has brought the light of five such factors: (1) Rivalry between existing competitors, (2) Barriers to entry, (3) Pressure of price from Substitutes/Complementaries, (4) Bargaining power of buyers, (5) Bargaining power of suppliers. Therefore, General Motors Corporations competitive advantage analysis will be done according to Michael Porters five forces . 3.1.1. Rivalry Between Existing Competitors: Rivalry occurs, because one or more competitors either feels the pressure or sees the opportunity to improve position (Porter, 2004 :p.17). Additionally, The strategies pursued by one firm can be successful only to the extent that they provide competitive advantage over the strategies pursued by rival firms. ( David, 2011 :p.107-108). Therefore, if we look at the GM motors in this section, in the 1970s and 1980s, competition in the US automobile industry had become much more strong with the increase of foreign rivals such as Honda, Toyota and Nissan (See Appendix 2). Although GM was a leader of the automobile industry at that period of time, its rivals had started to compete with GM providing some different offers. For example, Toyota started to produce cars with lower price than GM cars , whereas the quality of cars were high. So that, the competitros of GM became well-known brands ,while GM had difficulties with competing with them. 3.1.2. Barriers To Entry: According to Porter, new capacity may be brought to an industry by new entrants. Furthermore, gaining the market share, and getting high proportion of resources can be achieved by new entries. Meanwhile, the presence of of new corporations in an any industry can push the prices down and may decrease the profitability. Although these entries may seem as a threat, those may protect the established companies. During the both world wars, GM made a high profit, and it enlarged its business. Being a leader of the sector and being a well-known brand placed the GMs competitors very difficult positon to entry the industry. Especially for the smaller firms, competing with the GM was very hard. In early 20s, GM invented self-starters by differentiating itself from Ford, later on , in 1970s, Japanese and European companies introduced their fuel-efficient models to the industry. 3.1.3 Pressure of Price From Substitutes/Complementaries : All of the companies are in the competition broadly with the industries manufacturing substitute and complementary products (Porter, 2004). In this highly competitive automobile industry, any change in the prices on complementaries such as gas, tires, could have a important effect on the demand for automobiles. If we look at the GM, recent rising gas prices are highly to get a bigger effect on GM. Because, generally GMs cars are energy inefficient. Therefore, this will have great impact on GM. 3.1.4. Bargaining Power of Buyers: Buyers compete with the industry by forcing down prices, bargaining for higher quality and more services, and playing competitors against each other, all at the expense of industry profitability'(Porter, 2004 p:24). As a result of highly improved information technologies, and as well as with globalization, customers of the GM (like for the other companies) became more aware of the what were they buying and how much were they paying. Furthermore, getting the information the rivals of GM from the internet increased the bargaining power of dealers of GM. 3.1.5. Bargaining Power of Suppliers: Suppliers of an industry plays a significant role for their businesses. They may reduce the quality of the products, or may raise the prices up. For GM, raw materials and machine parts suppliers threat is very low, because there many suppliers for those sections (Nytimes, 2011). However, the powerful labour union, United Auto Workers (UAW), is a potential threat to GMs economical capability and endurance. For example, the liability of pension and health-care costs acquired an additional 1,400 to the cost of every vehicle comes from GM place compared with competitor products (The Economist, 2008). This is a magnificent amount and GM needs to search ways to cut this liability, therefore, GM may get more economical improvement and the growth of the company. 3.2. INTERNAL EXTERNAL ANALYSIS OF GM ACCORDING TO MINTZBERGS DESIGN SCHOOL Mintzberg explained The Design School as in the following: The Design School sees strategy formation as achieving the essential fit between internal and external aspects'(Mintzberg et al., 2003:p23). In this definition, internal factors are given as strenghts and weaknesses. Besides this, opportunities and threats are described as external factors. Therefore, for analysing the GENERAL MOTORS external and internal factors we should do a SWOT Analysis with the light of Mintzbergs Design School. 3.2.1. Strengths: During the 20th century, GM has been the automotive leader in car industry. Although the company had some turmoils, its market share is still very much competitive in the sector. GM is well established not only in US but all around the world. Moreover, GM also have an rising share in the Chinese market (See Appendix 3). If GM takes the right decisions, there will be no reason for GM becoming a boss of the car industry again with. In addition, GM has wide range of brands such as Cadillac, Chevrolet, and Vauxhall. Company operates in more than hundred countries in the world with employing the approximately 250,000 people (gm.com, 2010) . Therefore, General Motors, with its global experience and its huge market share in the world, is still keeps the professional place in the automobile industry. General Motors Corporation uses OnStar Satellite Technology. This technology provides its customers security and safety facilities. For example, in the event of emergency , the system allows the driver to communicate with OnStar personnel just away a button immediately. GM has been controlling the costs by alliance and partnership with corporations like Shanhai Automobile Industry Corp., Toyota Motor Corp., Daimler AG. So that, GM improved its cost reduction system by sharing the company costs. 3.2.2. Weaknesses: For analysing the GMs weaknesses, first, we should consider that, this company is an US firm. So that, from its early years until present times, it is still over dependent to US market. The company should take the benefit for expanding globally. According to an article issued by Associated Press (2010), GM had low credit ratio which is determined as junk-credit (BB-). On the other hand, another problem is downsizing. GM put on the market some of its brands and it closed them completely. Additionally, the inactive profitability is the other issue of GM. After the global economic recession in 2008 , companys profit margins and sales went down dramatically. Staying one step behind on alternative energy movement is the biggest weakness for General Motors Company. The competitors of GM like Honda, Toyota, are using fuel efficiently, and also that are producing more ecological and environment friendly vehicles. Therefore, this may led problems such as decrease of market share and loss in company profit. GMs organizational structure is designed vertically. This causes a lack of information between the levels in the company, from bottom to top. So that, many problems can be occur because of the operational and top managerial levels uncommunicative situation. 3.2.3. Opportunities: One of the lightly opportunities of GM is maintaining the Global Expansion. In the last few years, GM achieved a substantial rise in the Chinese market, that made the GM alarm to major on the foreign markets. The other advantage for GM to take is the catching up the hybrid technology cars. Although they had lagged behind the alternative energy, it is not late for the automotive giant becoming again once it was. Recently, GM started to operate Green-Manufacturing systems, such as water-borne technology, reduction goals for hazardous and non-hazardous waste at source ( See Appendix 4). Developing new vehicle models and designs is the big advantage for GM. Because, as we know, what is in today will be out tomorrow. Therefore, focusing on innovations should be the urgent mission through the GM company. 3.2.4. Threats: The threat of the increase in the supply costs is very common in automobile industry like as the other industries. This threat pushes the firms to reduce manufacturing and production costs as much as possible, without carrying away the product quality. For instance, the fluctuation in the steel prices between 2005 and 2010 had a negative impact on GMs production costs, especially as a result of the economic crisis , the rise in 2008, put a negative impcat on GM ( See Appendix 5). The other danger for GM is the increase in fuel prices (See Appendix 6). As same with the rising in the steel prices, after the economic recession in 2008, the sales have plummeted considerably. Therefore, soaring in fuel costs has played a magnificant role in enhancing the advantage for development of hybrid and more fuel efficient vehicles respectively. The increasing competition factor is the another big threat for General Motors. Because, GM is not a leader once it was, currently there are many different brands in the industry, which are working hard for competing with their rivals. Therefore, GM should always keep the innovation on top for competing in the industry. 3.3. VALUE CHAIN ANALYSIS OF GM Value Chain is called to add value to the product and remove excess waste of resource consumption, in other word, to maximize the value of work done by the systematic and asset management. Supplier of products and processes that increase the effectiveness of all stages up to final customers and to maintain, so used to gain competitive advantage. Value Chain Management focuses on the destruction of waste inside the company and also focuses on the customers satisfaction inside the company . Value Chain assits to the companies to identify activities where it may well apply its presence potentials (Diez-Vial, 2009) and also identify which activities to outsource in order to decrease prices by getting opportunity of country-specific advatages. One of the compenent of manufacturing is outsourcing which is congress the features of GMs activities that needs a much more labour to the other countries where labour costs are cheaper, and this could relieve GM from employment responsibility . Additionally, recently GM could be able to resolve problems with United Automobile Workers. Michael Porter (2004) examined a set of interconnected generic activities common to a variety of companies. GM, for instance, gives highly importance on its customer relationships. For the theory part, Service activities are the activities that continue and enhance the products value including customer support, repair services, etc. Meanwhile, for the GM strategy, they are using OnStar Technology which enables the customers get in touch with the call center of GM in an emergency situations. 3.4. BCG MATRIX ANALYSIS OF GM The BCG Matrix method is based on the product life cycle theory that can be used to determine what priorities should be given in the product portfolio of a business unit ( Lancaster and Reynolds, 2004) . To ensure long-term value creation, high-growth products and low-growth products should be undertaken by the companies in need of cash inputs and generate a lot of cash respectively. As I mentioned above, determining the factors of industry and as well as firms businesses is playing an essential role for gaining competitive advantage in the global market. Till before the two decades, oil prices had gone up with high percentages. So that, this and the environmental factors had oushed the automobile sector to the fuel efficiency vehicles. With the consideration of BCG Matrix applied to the GM, GM should pull off the brands like Pontiac, Hummer which are fuel-efficiency and oil-guzzling cars. Furthermore, more investment should put into producing smaller fuel-efficient vehicles, and also HEVs ( Hybrid Electric Vehicles). 4. CONCLUSION In conclusion, analysing the General Motors Corporation is done by using some strategical analysing methods, such as Porters FF, Value Chain, BCG Matrix, and Swot Analysis. Searching and applying the systems into the GM is quite broad because of the companys long time history which is more than a hundred years. In to the this content, the Company is analysed in detail according to factors of competitive advantage, internal and external. Therefore , I reached up a conclusion for GM. Of course, every single company and firm can make mistake in their business life cycle, however, minimizing those mistakes is one of the essential area for the firms. If we turn to GM, they had been really successful in the industry when there were no any other competitors. However, once GMs rivals entered to the business, GM started lose its market share globally. Because they overlooked at them, they didnt do many things until they lose their profits. After that , they changed some system, they started to struggled with their rivals. So that, with consideering all the analysed strategic forces above and the company, some recommendations should be done. For forthcoming improvements, first of all, General Motors should describe possible and suitable sector to serve. And also GM should concern about arrangement application and differentation strategy. For example, Focus strategy may assist GM to enable to reduce the costs as GM diverge from broad-line manufacturer to another varieties. By doing his, GM will be able to differntiate its product from the other rivals , because of focusing on a specific niche market that may perform much more better . The other one is to stay ready for even every hard and difficult circumstances, such as financial crisis. Although , generally it is an unexpected factor, companies, and also GM, should gain their SWOT analysis under the line of Threats. Staying in prepare positon always gives high competitive advantage with the other competitirs in the global industry. Last but not least is maintaining the speed of rivalry environment, GM should enhance and improve its product development. Alongside with the product development, environmental factors should be considered as well for gaining the high quality of business. 5. RECOMMENDATION In my opinion, General Motors should follow some strategies such as restructuring, product development, liquidation and market development. If GM does the product development, this would allow them to sustain the speed of rivalry environment. As a pratic example of this theory is Hybrid SUV vehicles, which matches the GM shape with continuing the portion of SUV, basically that allocate the company to keep on with trend models. My another recommendation for GM is reevaluation of the market. Global market is a market that which changes frequently. First GM vehicles had got tradition style, however, among the changing industry, they started to produce big cars, especially for the US market. One practical example for that case is to produce ultra-modern vehicles. If they manufacture that futuristic cars before the Honda or Toyota Company, they would gain an advantage in competitive industry. Lastly, liquidation is very essential for GM. The reason for that is, its assets are much more than its incomes. If General Motors can get the assests through the cash, therefore, GM could be more available finance. Moreover , when they achieving that process, GM wouldnt have to rely on US market, they could be independent in global industry. 6. APPENDIX Appendix 1 Imported Japanese Cars Develoopment: Source: http://www.emeraldinsight.com/journals.htm?articleid=1501956HYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1501956show=htmlHYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1501956show=htmlshow=html Appendix 2 Auto Sales Monthly Change: Source: http://www.wstreet.com/investing/stocks/19359_gms_fire_sale_and_auto_sales_preview.html Appendix 3 -China Car Market Soars: Source: http://seekingalpha.com/article/243737-outlook-2011-china-says-no-more-cars-down-goes-auto-industry Appendix 4 Green Manufacturing Processes: Source: http://www.emeraldinsight.com/journals.htm?articleid=1863551HYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1863551show=abstractHYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1863551show=abstractshow=abstract Appendix 5 Steel Prices Between 2005 and 2010: Source: : http://www.ttiinc.com/object/ME_Materials_Steel Appendix 6 Rise in Fuel Prices Between 2009 and 2010: Source:http://www.bbc.co.uk/news/business-12098981 7. REFERENCES 1. Associated Press, 2010. General Motors Gets Junk Credit Rating From Fitch. Michigan Live LLC. [Internet] Available at: http://www.mlive.com/auto/index.ssf/2010/10general_motors_gets_junk_credit.html [Accessed 28 January 2011] 2. BBC News, 2011. Petrol Duty and VAT Rises To Increase Price Of Fuel. Business. [Online] Available at: http://www.bbc.co.uk/news/business-12098981 [Accessed 28 January 2011] 3. Cavusgil, S. Knight, G., and Riesenberger, R., 2008. International Business, Strategy, Management, and the New Realities. New Jersey: Pearson Prentice Hall. 4. Chu, D.L., 2010. China Says No More Cars, Down Goes Auto Industry. Outlook 2011. [Online] Available at: http://seekingalpha.com/article/243737-outlook-2011-china-says-no-more-cars-down-goes-auto-industry [Accessed 31 January 2011] 5. Constantini, F., 2010. General Motors. The New York Times. [internet] . Available at: http://topics.nytimes.com/top/news/business/companies/general_motors_corporation/index.html [Accessed 10 February 2011] 6. Datamonitor, 2009. General Motors Corporation. Company Profile. [Online] Available at: www.datamonitor.com [Accessed 28 January 2011] 7. David, F.R., 2011. Strategic Management Concepts. 13th edition. New Jersey: Pearson Prentice Hall. 8. Diez-Vial, S., 2009. Firm Size Effects on Vertical Boundaries, Journal of Small Business Management, 47 (2): 137-153. 9.Generals Motors, 2010. Company Profile. [Online] Available at: http://www.gm.com/corporate/about/company.isp [ Accessed 10 February 2011] 10. Hamer, T. Hamer, M., 2010. General Motors-It Wasnt Always This Bad. Learn About Classics. [Online] Available at: http://classiccars.about.com/od/classiccarsaz/a/GM.htm [Accessed 10 February 2011] 11. Johnson, G. Scholes, K. and Whittington, R., 2008. Exploring Corporate Strategy, 8th edn. London: Prentice Hall. 12. Kotler, P. Keller, K. L., 2009. Marketing Management, 13th edn. New Jersey: Pearson Education. 13. Mintzberg, et al., 2003. The Strategy Process: Concepts Cases. New Jersey: Pearson Prentice Hall. 14. Niederhut-Bollmann, C. Theuvsen, L., 2008. Strategic Management in Turbulent Markets: The Case of the German and Croatia Brewing Industries. Journal for East European Management Studies, Vol. 13, No.1, pp. 63 88. 15. Nunes, B. Bennett, D., 2010. Green Operations Initiatives in the Automobile Industry: An Enviromental Reports Analysis and Benchmarking Study. An International Journal. [Online] Available at: http://www.emeraldinsight.com/journals.htm?articleid=1863551HYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1863551show=abstractHYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1863551show=abstractshow=abstract [Accessed 13 February 2011] 16. Nytimes, 2011. United Automobile Workers. Organizations. [Online] Available at: www.nytimes.com [Accessed 31 January 2011] 17. Porter, M.E., 2004. Competitive Strategy: Techniques for Analysing Indystries and Competitors. New York: Free Press. 18. Seidenfuss, K. Kathawala, Y., 2005. Voluntary Export Restraint (VER) Without Market Restraints?: The Case Study of the Monitoring Agreement (1991-1999) Between the Japanese Car Manufacturers and the European Union. European Business Review. [Online] Available at: http://www.emeraldinsight.com/journals.htm?articleid=1501956HYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1501956show=htmlHYPERLINK http://www.emeraldinsight.com/journals.htm?articleid=1501956show=htmlshow=html [Accessed 10 February 2011] 19. Silver, D., 2009. GMs Fire Sale Auto Sales Preview. Wall Street Strategies. [Online] Available at: http://www.wstreet.com/investing/stocks/19359_gms_fire_sale_and_auto_sales_preview.html [Accessed 8 February 2011] 20. Schlie, E. Yip, G., 2000. Regional Follows Global: Strategy Mixes in the World Automotive Industry. 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Line Managers In Human Resource Management Management Essay

Line Managers In Human Resource Management Management Essay Abstract Restructuring, downsizing, and an increased need to focus on employees for competitive edge are levelled to be among the factors encouraging the devolvement of human resource management to line managers. However, recent research indicates that there is substantial potential for human resource specialists and line managers to share more effectively responsibility for their organisations human resource activities in business partnerships. The foundation for this is arguably commonality in opinions on the principles and practices of human resource activities. However, line managers and human resource specialists often have dissonant opinions on human resource management. This paper explores line manager and human resource specialists perspectives on line manager involvement in human resource management, theoretically and empirically. The primary work comprises a survey of the views of line managers and human resource specialists on devolving a range of human resource activities to line managers in a case organisation, Hilton Internationals UK hotels, which is seeking to achieve a successful human resource business partnership. Differences between line managers and human resource specialists perspectives are found in five aspects: understanding and ownership of the companys service and HR strategy; line manager involvement in and rankings of HR activities; HR specialists support of line managers; barriers to line managers involvement in HR activities; and the competence of line managers in HR activities. In addition, a need for more line manager training in human resource activities, together with addressing line managers heavy workloads and short ter m job pressures emerge as highly defined findings. These findings may have resonance for other organisations in devolving human resource management to the line and developing human resource business partnerships. Key Words: line managers devolving human resource management human resource business partnerships Background: Research Issue Business partnerships whereby human resource (HR) specialists and line managers share an organisations HR responsibility have recently emerged as the dominant model for HR professionals (Chartered Institute of Personnel and Development (CIPD), 2003). However, it is evident that such partnerships are generally not yet operating as effectively as they could. For the CIPD report on the role of front line managers in people management concludes that delivery of HR practices by the line is seen as an area requiring substantial improvement with HR managers tending to believe that line managers have not fully accepted HR responsibility (CIPD, 2003:2). A fundamental element of HR business partnership development is arguably commonality in line and HR manager perceptions on the HR function in which line managers are elemental (Larson and Brewster, 2003). Evidence that there is such commonality is conspicuous by its absence. Rather, there is evidence that line managers and HR specialists views on HR are generally divergent. The work of Ulrich (1997), Wright et al. (2001), Becker et al. (2001), Harris (2001) and Phelps (2002) on, for example, perceptions of levels of HR service, all point to this perceptual divergence. As McLean (2004) points out in her case study of line and HR manager perceptions of the importance and performance of the HR function, increasingly academic studies of HR are involving examination of different stakeholder perspectives. Because perceptual divergence may negatively impact on line manager and, ultimately, business performance (Gilbert, 2000; Kearns, 2004), understanding it is important. This article addresses, theoretically and empirically, stakeholder perspectives of HR in a dimension not covered thus far in academic studies: the issue of line managers and HR specialists perceptions on line managers involvement in HR. It analyses the inherent challenges from both line manager and HR specialist perspectives on line managers involvement in, and ability to deliver, human resource management (HRM) and human resource development (HRD) activities. First, line manager responsibility for HRM and HRD are discussed from theoretical perspectives. Next, primary work conducted in Hilton Internationals UK hotels on line and HR manager perspectives on line managers in HR is presented. Finally, the key findings and conclusions on the challenges in developing HR business partnerships are offered. Theoretical Perspectives Relationships between line managers, HRM and HRD are arguably changing (Gibb, 2003) and becoming more fused, despite continuing debate about the focus of HRM (Budhwar, 2000) and scope of HRD (Garavan et al., 1999). Indeed it is argued that fusing HRM and HRD is essential to provide the necessary synergy for HR to be a truly valued organisational partner (Ruona and Gibson, 2004: 49). In defining the connections between HRM and HRD, the relationship has been dubbed ambiguous and elusive (Mankin, 2003:2). The literature on these two areas largely treats HRM and HRD separately; therefore the theory underpinning this paper explores the challenges in line manager responsibility for HRM and HRD in turn. Since the advent of human resource management (HRM) in the UK in the 1980s there has been some debate about devolving aspects of HRM to line managers (Gennard and Kelly, 1997; Hall and Torrington, 1998). Indeed, the devolving of human resource activities to line managers has received much attention by both academics and practitioners in the UK and Europe over the last decade (Larsen and Brewster, 2003). Various reasons for this devolution have been cited, including restructuring, downsizing, and an increased need to focus on employees for competitive edge (Cunningham and Hyman, 1999; Renwick, 2000; and Gibb, 2003). Storey (1995), in articulating differences between personnel management and human resource management (HRM), highlights the critical role of line managers in delivering HRM. A recurrent and established feature in discussion on HRM is therefore the centre-stage role for line managers (Renwick, 2003:262). As to the benefits of line manager involvement, several researchers assert that line managers assuming some HRM responsibility can positively influence employee commitment and, ultimately, business performance. For example Cunningham and Hyman (1999:9) highlight the role of line managers in promoting an integrative culture of employee management through line management. Thornhill and Saunders (1998) signal the role of line managers in securing employee commitment to quality, while increased productivity has also been asserted as a basis for devolution of HRM (Industrial Relations Survey Employment Review, 1995). A recent Chartered Institute of Personnel and Development (CIPD) report indicates that line managers involvement in coaching and guidance, communication and involvement has a positive influence on overall organisational performance (Hutchinson and Purcell, 2003). A key finding from this report is that to gain line managers commitment to people management requires support from strong organisational values that emphasise the fundamentals of people management and leadership (Hutchinson and Purcell, 2003). Devolving HRM to line managers has, however, been noted as being problematic (McGovern et al., 1997:12). Renwick (2003) posits that the new millennium marked the onset of keen discussion about the challenges surrounding line manager involvement in HRM. Challenges lie not least in the relationship between line managers and HRM specialists (Cunningham and Hyman, 1997), the ability and willingness of line managers to carry out HR tasks properly (Renwick and MacNeil, 2002:407), and line managers knowledge of company policies (Bond and Wise, 2003). Hall and Torringtons (1998) research on the progress of devolution of operational HRM activities and its consequences points to organisations making sustained and deliberate efforts to vest HRM responsibility with line managers. However, the absence of a designated human resource specialist role (Thornhill and Saunders, 1998:474) may have negative effects on strategic integration and, consequently, organisational commitment, flexibility and qua lity. Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers and that a real partnership approach requires a triad approach between HR specialists, line managers and employees. Similarly, the involvement of line managers in HRD has been the subject of academic debate and organisational challenges. In clarifying the role of line managers in HRD, Heraty and Morley (1995) assert that activities surrounding identification of training needs, deciding who should be trained and undertaking direct training either fall within the domain of line managers or in partnership with HR specialists. The aspects of HRD concerned with policy formulation, training plans and advising on strategy are meanwhile more likely to be undertaken by HRD specialists. Gibb (2003) asserts that concerns over increased line manager involvement in HRD are valid in that it may limit the use of specialist resources in HRD. Another issue is that while line managers have been identified as one of the key stakeholders with the HRD process (Heraty and Morley, 1995:31), difficulties in securing line manager acceptance of HRD responsibilities have been evident (Aston, 1984). Research has identified f actors that may enable and inhibit the take-up of line manager responsibility for HRD. Arguably the most significant enabler of line manager responsibility for HRD is the growing body of literature on the emergence and growth of HRD and in particular HRD with a strategic focus (Garavan et al., 1995:4). HRD may be seen as providing the key connection between HRM and business strategy (Garavan et al., 2001). Business-led approaches to HRD can indeed be evidenced (Sparrow and Pettigrew, 1988; Harrison, 1993). For Torraco and Swanson (1995), HRD is not only supportive of, but also central to, business strategy. It is also, as Keep (1989) maintains, central to HRM. Therefore it can be seen that there are important lines to be drawn between HRM, HRD, line managers and business strategy. McCracken and Wallaces (2000) model of the characteristics of strategic HRD indicates that all four of these factors are integral to a strategic human resource development (SHRD) approach being taken. In this model they are expressed as: integration with organisational missions and goals; HRD plans and policies; line manager commitment and involvement; and complementary HRM activities. Within this literature Garavan et al. (1993) and colleagues identify a range of strategic drivers that are moving organisations down the route of integration of HRD activities with strategic goals, including an increased emphasis on quality and change of leadership. In terms of enabling HRD at an operational level, de Jong et al.s (1999:183) research suggests that this is a feasible option providing specific conditions are met in organisations. One significant condition may be the credibility of HRD as an organisational activity in general. For despite the relatively recent interest in, and expansion of, HRD in UK organisations, there seems to be a residual issue of credibility of the training and development function in organisations generally (Chartered Institute of Personnel and Development, 2001). Organisational support for line managers in their HRD responsibility is important too in the facilitation of the devolution of HRD responsibility (Heraty and Morley, 1995), as is senior managers understanding of training and development issues (de Jong et al., 1999). Trust between line managers and HRD specialists is another important enabler (Garavan et al., 1993). Lastly, as emphasised by de Jong et al. (1999), line managers acting as role models in demonstrating commitment to HRD in their operational tasks may be a powerful enabler of HRD. On the other hand, a number of barriers to the effective delegation of HRD have been recognised. One potential issue that is conceivably acute in the hotel sector is the pressure of short-term imperatives (Tsui, 1987) that may squeeze out HRD activities for line managers. This factor, in combination with a lack of training in HRD, may minimise the priority of HRD for line managers (Aston, 1984; Brewster and Soderstrom, 1994; de Jong et al.1999). Untrained line managers may avoid a coaching role due to their discomfort with it (de Jong et al., 1999). Further, where managers do not reflect a belief in HRD in their operational role the impact of HRD is likely to be reduced (de Jong, 1999), the direct converse of reflecting a belief in HRD being an enabler of HRD, as pointed out earlier. Thus it is apparent that a number of challenges present themselves in devolving HR responsibility to the line in order to develop HR business partnerships. Arguably, the organisational context within which these challenges may be surmounted (or not) is a positive organisational culture, transcending formal and functional requirements, that supports change (Higgins and McAllister, 2004). Organisational culture may be conceived as the essential medium between formal organisational policy and implementation in practice (Maxwell, 2004;189). It has both a pervasive nature and behavioural outcomes, as Scholzs (1987;80) description reflects: corporate culture is the implicit, invisible, instrinsic and informal consciousness of the organization which guides the behaviour of the individuals [at work] and which shapes itself out their behaviour. In a sense, as Cunningham and Hyman (op. cit) claim, organisational culture may be an adhesive for HR business partnerships as it may support acceptance of devolved HR responsibility. The case organisation examined in this paper, Hilton International hotels, has sought to generate an organisational culture that links their HR activities to their strategic service quality initiative. This requires line managers and HR specialists in hotel units working in partnership to implement and deliver HR activities to employees. The next section of this article explains the methods used by the authors to investigate the views of both line managers and HR specialists on line manager involvement in HR, a key part of HR business relationships. Research Questions and Design Case Study Background The key strategic driver for devolving HR to line managers in the 76 UK based hotels of Hilton International was the development of a worldwide service quality initiative from a UK launch in 2001, following the integration of Hilton and Stakis hotels. This reflects Garavan et al.s (1993) assertion that increasing emphasis on quality and change of leadership moves organisations to integrate HRD activities with strategic goals. Integral to the new service concept in Hilton was the linking of all HR activities to the service initiative in an HR policy and employment package called Esprit. Within Hilton, Esprit is portrayed as being a concept directing the way employees are managed and work. It is a promise on how our colleagues are treated within the company (UK HR Vice-President), consisting of a range of HR activities. Further, HRHHHilton perceives Esprit as being fundamentally concerned with instilling a service culture throughout the organisation. In the words of the UK HR Vice-President, it is intended that Esprit should live in the hotels and [line] managers should determine recognition rather than it being seen as a Head Office initiative. Respect, recognition and reward are the key principles of Esprit. They are supported in practical terms by a comprehensive training and reward system which is packaged as a club employees join through achieving levels of training. Another central tenet of Esprit is that line managers in hotels are expected to assume much of the responsibility HRM and HRD activities together known as HR in Hilton that support the strategic quality service driver. These activities include selection, training and development, employee motivation and recognition, and performance management. Line managers are provided with support from specialist HR staff at unit and Head Offic e level. The strategic banner of Esprit is leading the organisation down the route of HR specialist and line managers having to work in partnership to deliver HR activities (Maxwell and Quail, 2002; Maxwell and Watson, 2004). In order to explore perspectives of the challenges in this partnership, views from both line managers and HR specialists were surveyed by the authors. The research questions that underpin this article are, from line manager and HR specialist perspectives: Is there a shared understanding of line manager HR roles and responsibilities? What are the key mechanisms that support line managers with their HR responsibilities? What are the barriers that hinder line managers involvement in HR activities? In order to explore the research questions, a deductive approach has been taken in developing the questionnaires, with the content being informed by the literature review, a series of semi-structured interviews with the UK HR vice-president of the case organisation, and semi-structured interviews with three hotel HR managers. Both questionnaire formats encompassed nominal, ordinal, ranking and Likert rating scales, and several open-ended questions. Both questionnaires were piloted, on consultation with a regional HR director, a hotel HR manager and an external survey organisation. The key themes in the line managers questionnaire were understanding and acceptance of Esprit, then exploration of HR activities in relation to involvement in and importance of HR including support mechanisms; barriers; training; level of confidence; and further support. The closing section of the questionnaire addressed biographical data of respondents. The questionnaire for a census of the HR specialists in Hilton Internationals UK hotels was developed to parallel the line managers survey. The survey population comprises 760 line managers, and 76 HR specialists in Hilton hotels throughout the UK. Following piloting for face validity (Veal, 1997), 10 questionnaires were distributed to each hotel for completion by line managers and one for the HR specialist in each hotel, for completion on a self-selected, self-administered, anonymous basis to address response bias (Mitchell, 1996). The response rate was 43% (328) for line managers and 60% (46) for the HR specialists. Descriptive statistics were used to analyse the quantitative results. Open-ended question responses were coded into themes to enable these to be presented using percentage response rates. Quantitative responses are supplemented with qualitative statements where appropriate. Some 775 comments were included in the returns on the 11 questions inviting additional comments from line managers and some 258 comments from HR specialists on the ten questions inviting additional comments from them. A combination of qu antitative and qualitative data reduction techniques were used. Descriptive statistics, including the non-parametric Mann-Witney test to measure the significance of differences between the opinions of the two constituent groups (p The credible volume of primary data generated arguably affords a close analysis of the HR business partnership in Hilton Internationals UK hotels. Nonetheless, a few potential limitations should be raised. Firstly, the non-random self-selection of the line managers may have led to some response bias, though none has been identified. Secondly, the relative lack of anonymity for the HR specialists may have led to reservations in expression of their opinions. However, the nature of the results suggests otherwise. Possibly the inherent limitation of unique case studies, like Hilton International, in the wholesale transferability of findings is the most significant research limitation. With the importance of commonality in line manager and HR specialists on the involvement of line managers in HR, in conjunction with a lack of empirical work addressing the devolvement of HR to line managers in the tourism sector, the primary work is relevant. It may expose some key points in building an effective partnership between line managers and HR specialists that are not only valuable to Hilton but similarly market-orientated organisations. The findings reported next compare line managers and HR specialists perspectives on line managers in HR in relation to: the concept and ownership of Esprit; involvement in activities and ranking of the importance of activities; and supports of, and barriers, to HR activity. Empirical Findings Line manager profiles All 76 hotels in the UK are represented in the sample, with 34% of respondents located in Central and North England, 22% from Scotland and Ireland, 29% South of England and 16% in London. Thirty percent of the sample comprises senior managers, consisting of general managers and deputy managers, 53% are departmental managers, 9% supervisors and 7% (assistant and deputy departmental managers). Two percent of the respondents did not indicate their position in the organisation. Fifty six percent of the respondents have been in their current position for 1-5years, 15% over 5 years and 27 % less than one year. Of those who have been in their current position for less than one year, 39% have been with the organisation for less than one year, representing 10% of the total returns. Forty eight percent of the respondents indicated that they had been with Hilton hotels for 1-5years and a further 38% over 5 years. HR manager profiles All HR managers in Hiltons hotels have the same status and title. There was an even spread of HR manager respondents across the four regions with 26% located in Central North England, 24% from Scotland and Ireland, 26% South of England and 24% in London. In relation to length of service, 41% of the respondents have been in their current position for 1-5years, 50% over 5 years and 9% less than one year. Of those who have been in their current position for less than one year, 57% have been with the organisation for less than one year. Understanding of the Esprit HR Strategy Before examining views on human resource activities, it is important to ascertain whether there is a shared understanding of the philosophy of the strategic driver of Esprit as it is the foundation of HR activities (Heraty and Morley, 1995; Bond and Wise, 2003). Respondents were able to give multiple responses to the question on their understanding of Esprit within Hilton. From their majority responses (see Table 1), it is evident that the respondents do not have an understanding of Esprit that is commensurate with the Hilton conception. For the majority of line managers (87%) and HR specialists (72%) perceive Esprit as a club for employees. This majority view is represented across all levels of management, and is not dependent on length of service, age or gender. Only 26% of the line managers indicate that Esprit is a concept directing the way employees work, with a further 14% indicating that it is a way of working practices. In contrast, 57% of the HR specialists view Esprit as a concept directing the way employees work, with a further 43% indicating that it is a way of working practices. The differences across the line managers and HR specialists here are highly significant (p=.000). Further, only four line managers and four HR specialists indicated understanding of the concept and values underpinning Esprit in positing additional comments: [Esprit is] a belief/ culture system (HR manager, Scotland) and positive enforcement of Hilton as a group in the minds of our employees (line manager, Scotland). Table 1 here Ownership of the Esprit HR Strategy In a similar vein to the findings on understanding the Esprit strategy, there also appears to be discrepancies regarding ownership of Esprit that may be resonant of line manger willingness to carry out HR activities (Aston, 1984; de Jong et al., 1993; Garavan et al., 1995 and 2001; Renwick and MacNeil, 2002).The general view expressed is that there is multiple-ownership. Nearly all respondents provided three responses each to the question on this subject, generating a total of 865 responses. However in analysing these based on number of respondents it can be seen that 69% of line-managers and 59% HR specialists consider Esprit to be owned by Hilton, whilst 54% of line managers and 65% of HR specialists indicated that employees own it. Almost two thirds of the line managers consider it to be owned by human resource specialists (30% head office HR and 31% hotel based human resource specialists). Twenty three percent of line managers perceive it to be owned by senior management, compare d with 39% of HR specialists. Thirty percent of line managers expressed the view that departmental managers own it and 22% considered Esprit to be owned by the individual hotels. This contrasts with the views of the 61% of HR specialists who perceive that departmental managers own Esprit and 50% who indicated that the individual hotels own it. In the other response allowed for the question on ownership of Esprit, all respondents expressed the view that everyone in the organisation owns Esprit, reflecting the corporate view of ownership. What is starkly evident from this comparison is that HR specialists perceive that the Esprit strategic driver has multi-ownership more than the line managers. A significance value of 0.15 in the opinions of the HR and line managers on senior manager ownership of Esprit is a significant aspect of perceptual divergence, while divergence on perceptions of individual hotels, hotel HR and departmental managers ownership of Esprit is highly significant p= 0.000 (see Table 2). Moreover, it is again apparent that the general understanding of the HR managers on Esprit ownership is closer than that of the line managers to the formal Hilton position. Table 2 here Line managers in HR: understanding of roles and responsibilities Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers. In order to obtain an overview of the range of HR activities undertaken by line managers, both line managers and HR specialists were asked to indicate their views on: the human resource activities in which line managers are actively involved; the level of importance of HR activities in relation to importance to business effectiveness; and ranking of the most important HR activities. Table 3 provides a breakdown of the results. Table 3 here The first notable point about the findings tabled above is that while all of the HR respondents opine that line managers are involved in four HR activities employee selection, motivation and morale of employees; performance appraisal; disciplinary and grievance procedures there are no activities that all the respondent line managers opine they are involved in. The second notable point is that in every activity the HR managers perceptions of line manager involvement is greater than the level of involvement as perceived by the line managers. The third conspicuous finding is that there are marked differences in perceptions in the relative value of employee budgeting and forecasting; ensuring HR processes are maintained; rewards and benefits; and performance appraisals. These findings strongly suggest that HR managers believe there is greater line manager involvement in HR activities than the line manager do and, further, some difference in HR priorities exists across the line manager and HR manager groups. In employee selection; motivation and morale of employees; and team briefings and communications, there are broadly similar findings in terms of prioritisation. Comments made in relation to line managers involvement in HR activities deepen insight into the respondents views. Twenty one percent of the line managers took the opportunity to provide additional comments on their role in relation to HR activities. Thirty eight percent of the comments relate to training, encompassing analysing training needs, encouraging employees to participate in training, delivery and evaluation. Communications was mentioned by 14% of the respondents predominantly with HR specialists, communicating HR issues to staff and attending HR meetings. Other activities mentioned by respondents include: coaching; sickness interviews, teambuilding and payroll management. Complaints regarding workloads and staffing levels were voiced in comments by 10% of the respondents, with 5% complaining about HR support within their hotel and head office. At the same time 9% of the managers were extremely positive about their role in HR activities, as illustrated by the following quote s from two of the managers: I feel I have a better/greater opportunity to be more involved within HR because of the hotels and staff itself. It is fantastic not only to be supported by our own team, but the whole hotel team as well; and I get support and encouragement continuously. I run my department as if I was HR but with the bonus of all the help I need being available works fantastic sic. Additional comments on line managers HR role were made by HR specialists and relate to ownership of Esprit, with echoes of findings noted earlier. For example, it was recorded that managers should have a role in all of the above in reality however many areas are not currently perceived as their responsibility (HR manager Central England). Another London based HR specialist indicated that managers also had responsibility for their own development, coaching and absence. Support of line managers in HR responsibility Opinions on a number of features of line manager support in HR were canvassed in the questionnaires. In order to gain an understanding of managers views on the value of HR, they were asked to rate certain HR performance aspects, with 5 being excellent and 1 being poor. The highest mean score was found in relation to line managers opinions on the working relationship with their hotel HR manager (M=3.91), indicated as an important factor by Garavan et al. (1999). In contrast, only nine percent of the HR specialists rated the working relationship with managers as excellent, with a further 59% rating it as very good and 26% as good. Overall, the mean score for HR specialists rating of their working relationship with the line managers was very good (M = 3.69), but slightly less good than the converse view of the relationship. In relation to specific support given by HR specialist to line managers, all HR managers indicated that they advised on training, with 96% indicating that they also provided support in tracking Esprit membership numbers, administrative support and evaluation of training. In addition, other support activities include coaching and mentoring of managers to help them achieve targets, specifically to ensure that they are up to date and that user-friendly policies are in place. Time management reminders; providing disciplinary advice; recruitment and retention; staff budgeting; conducting appraisals; and measure and recognise results through internal HR audits were also articulated by the HR respondents as support