Good College Essay Questions

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Consumer Attitude and Beliefs Essay

1. Clarify a person’s demeanor towards visiting Disneyland in Hong Kong as far as the tri-segment model. The tri-part disposition model is comprised of three significant segments: (I) The Cognitive Component †a consumer’s mentality is at first dependent on their own insight and discernment through direct involvement in the demeanor object and related data from different sources. Earlier Visit: if an individual has taken a gander at pamphlets or looked up Hong Kong Disneyland on the web, at that point their disposition towards it should be certain, identifying with their likewise positive observation got through data from sources After Visit: in the wake of visiting HK Disneyland, the individual would have had direct involvement in the demeanor object, in this way their mentality would be founded on their experience there. (ii) The Affective Component †the feelings or potentially emotions a purchaser partners with a specific brand or item. Earlier Visit: expecting that the individual is a devotee of rides and an adrenaline surge, the full of feeling segment would generally likely include the sentiment of energy of visiting Disneyland After Visit: if the individual’s visit to HK Disneyland was sure, they would presumably have sentiments of satisfaction and perhaps a feeling of bitterness that they need to leave (iii) The Conative Component †the probability or inclination of a buyer to embrace a particular activity or carry on in a specific way as to the disposition object. Earlier Visit: since this segment depends on an individual’s propensity to act (and not the genuine acting), it would rely upon each individual’s extraordinary conduct towards something; for example one may tend to get excessively energized and not have the option to focus on work appropriately. After Vi sit: an individual may tend to gloat to their companions about how astonishing their visit to HK Disneyland was. 2. Clarify how the item chief of a morning meal grain may change buyer perspectives toward the company’s brand by: a) Changing convictions about the brand The item supervisor could change buyer convictions about the brand by utilizing the subjective segment of the tri-part disposition model, where a consumer’s information and recognitions are obtained through direct involvement in the demeanor object in addition to data from different sources. (For example adding aâ health credit to the item with the goal that buyers see the grain brand as sound, changing their convictions about the brand.) b) Changing convictions about contending brands The item chief of a morning meal grain is clearly not ready to change the bundling or promoting of a competitor’s brand, accordingly their showcasing system to change a customer’s disposition toward contending brands must be practiced through bundling and publicizing techniques of their own morning meal oat brand. This might be practiced by guaranteeing that buyers know that the morning meal oat is one of a kind from its rivals and has something to offer that different brands don't. Promoting to clients that this grain has extra to offer or that different brands have been essentially impersonating this brand would make clients accept that contending brands have just been misleading. c) Changing the general assessment of perspectives Changing the general assessment of perspectives would include the item director concocting a system that emphatically influences and connects with a bigger number of customers. This would incorporate engaging clients by making the morning meal grain stand apart among different contenders, for example, featuring a noteworthy attributive quality that other breakfast oats don't offer. The item chief would need to utilize amazing positive proclamations to accomplish this. d) Adding a trait Customer perspectives toward the morning meal grain could be upgraded by adding a wellbeing credit to the oat. For instance, shoppers are well on the way to accept there has been item improvement if the item administrator chooses to include emphatically apparent fixings, for example, protein, fiber, minerals, and so on. 3. What sources affected your perspectives about contemplating purchaser conduct before class began? Has your underlying disposition changed since the unit begun? Assuming this is the case, how? The sources that impacted my demeanor towards contemplating purchaser conduct earlier beginning the unit was for the most part dependent on the unit depiction from the unit guide and how companions had portrayed the unitâ to resemble. My present disposition towards the unit has not changed a lot, with the exception of the way that the gathering task was really not as exhausting true to form but instead very intriguing. 4. Should the advertiser of a mainstream PC illustrations program lean toward shoppers to make inward or outer attributions about the achievement that individuals have utilizing the program? The advertiser of a famous designs program would no doubt favor customers to make outer attributions about the achievement that individuals have utilizing the program. Outside traits center around the properties or highlights that are remotely obvious, for example, unwavering quality and practicality, henceforth this sort of fruitful data would request more to purchasers contrast with inward attributions that are not noticeable. 5. Discover a promotion for a free assistance preliminary (for example carwash, free brake check or a free programming preliminary). What attributions would buyers make about the sponsor? What self-attributions would a shopper make on the off chance that the person in question acknowledged the preliminary offer? A customer may make the attribution that the sponsor of Spotify is actually a fan and suggests it. A free preliminary notice sends over a message some place along the lines of: â€Å"It’s extraordinary. You don’t trust me? Attempt it for yourself then.† From a consumer’s perspective, it makes the sponsor positive that an individual won't lament testing it out and need to really buy it again for a real fiscal sum. Conceivable self-attributions that a buyer may make on the off chance that they acknowledge the preliminary offer would be that they are currently in the â€Å"social loop†, or acclaim themselves for tolerating the preliminary offer and getting free music on their telephone and PC for 30 days without paying. On the off chance that they delighted in the preliminary, at that point an individual would make positive self-properties and the other way around. 6. Discover instances of promoting that utilizations dread and humor and talk about why you think they are successful or not powerful. Case of Advertisement Using Fear: This ad that utilizations dread so as to bring issues to light and keep individuals from smoking is viable as I would like to think. A non-smoker who saw this would no doubt be excessively found to ever pick cigarettes even to test it out realizing the potential outcomes can be this terrible, not to mention demise from lung malignant growth. A real smoker would ideally take a gander at this and acknowledge what they are never helping to claim bodies and furthermore consider this might be them sooner or later in time. It may not be sufficiently able to get a fanatic to totally stop smoking, however ideally at any rate chop down. Case of Advertisement Using Humor: Actually I think the utilization of amusingness in this promotion is the ideal method to catch the consideration of customers and possible buyers. In addition to the fact that LEGO would fans be tricked into the notice, yet even the individuals who have no idea about LEGO or are essentially not intrigued are probably going to pay heed to the promotion absolutely on the grounds that it is hilarious. It additionally in a roundabout way targets Star Wars fans, permitting the advert to speak to an entire scope of people.

Police Officer Research Paper Example | Topics and Well Written Essays - 1250 words

Cop - Research Paper Example (source: Criminal Justice USA Website) Beyond these essential characteristics there is extension additionally for officials to build up their aptitudes in additional zones so they can take up exceptionally specific jobs, for instance with skill specifically sorts of wrongdoing, for example, medications, or migration, or even authority strategic tasks like uproar control and covert work. When an individual is acknowledged into the criminal equity framework, there is a colossal potential for additional profession ways to open up. The Lynn Police Department site has data on tributes that officials have gotten for good work, and this gives an understanding into what sort of conditions they need to manage, for example, revival of an individual who has fell, or incapacitating a brutal individual, or simply doing a decent solid employment in an office for a long time. There are numerous wellsprings of data and exhortation at work of a cop. Barry Baker’s book recommends that cops shou ld have sympathy and a feeling of experience, and that they are endowed with incredible force. This implies additionally that they should be under investigation constantly, thus they must have the option to keep up the best expectations. This is genuine in the long stretches of work itself, yet in addition at home: â€Å"You must be set up to lead your own existence with a similar level of prudence as your expert life.† (Baker, p. 2). This makes the activity of cop sound incredibly testing and gives a grave beginning stage to a meeting with a serving cop. The cop who consented to the meeting is a watch official who works both in the workplace and in a watch vehicle. He began in law implementation subsequent to working in the lodging segment. It was fascinating to take note of that he didn't breeze through the police assessment the first run through. He endured until at long last he did pass and afterward he was met and named. Clearly he invests a great deal of his energy out at work, noting calls and managing occurrences that happen step by step. He invests more energy in the despatch office, be that as it may, and for this he needs to have great office abilities and he needs to think quick and manage entangled situations. Maybe this is the reason he prescribes that an individual who needs to turn into a cop should read for a degree. These composition and thinking aptitudes will be significant in a vocation like this. It was essential to him additionally to gain from different officials. Such an extensive amount the activity requires understanding. Individuals act in eccentric and risky manners some of the time, and it is consistently helpful to hear how increasingly experienced officials have adapted to things previously. The workplace was extremely certain that the police institute was fundamental with regards to strategic abilities, yet he thought understanding and tuning in to encounters of others was similarly as significant as the specialized apti tudes that are educated in the foundation. When gotten some information about the activity, the official referenced the way that individuals gain out of power. He said that cops can't lose control, and that they must be reasonable consistently, and know that they are being viewed. This was a major weight for him, since he needed to manage others being wild, while keeping up polished methodology and control of

Do not be alarmed - Emphasis

Try not to be frightened Try not to be frightened Envision youve got the chance to compose a lot of directions for an all out outsider; no, a large number of complete outsiders. Its a colossal crowd, comprised of individuals from varying backgrounds. So it will be difficult to cook for singular needs. Youll need to compose it so that for all intents and purposes anybody can comprehend the language. That, yet theyre prone to be to some degree diverted terrified, truth be told. Since the guidelines are on what to do in case of an atomic assault. That was the test confronting the Government and the BBC during the 1970s, at the tallness of the Cold War. Also, the aftereffects of their endeavors are an investigation in how to compose unmistakably. The National Archive discharged them today, and you can peruse them here. Note the short sections and shifting sentence length. Longer sentences shift the pace, while shorter ones (Water implies life. Dont squander it) include genuine effect. Note particularly that the content tends to the peruser (or audience, for this situation) straightforwardly, including utilizing the word you every now and again. The essayist additionally manages the audience cautiously by taking them through an intelligent manner of thinking: Don't, in any conditions, go outside the house. Radioactive drop out can execute. You can't see it or feel it, however it is there. On the off chance that you head outside, you will carry threat to your family and you may kick the bucket. On the off chance that youre attempting to compose a report or a precarious email, it could be a great deal more regrettable.

National Culture and Managerial Discretion †MyAssignmenthelp.com

Question: Talk about the National Culture and Managerial Discretion. Answer: Presentation: Worldwide human asset the executives (IHRM) alludes to the administration of the issues identified with HR in global firms in outside auxiliaries. IHRM has picked up prominence with the approach of globalization and quick progression in the innovation. IHRM included the administration of HR on a worldwide scale. It is related with the few phases associated with the procedure of disguise. IHRM includes the procedures of selecting and proficiently using the HR in a worldwide business. It tends to the issues that are connected with cross national limits (Brewster et al., 2016). The reason for the task is to clarify the situation wherein a Singapore based organization ventures into the market of Indonesia in setting of universal human asset the board. In this report, Charles Keith has been picked as the organization, which is attempting to grow its activity in Indonesia. Charles Keith is a Singapore based retail apparel brand, which was set up in the year 1996 by Charles Wong and Keith Wong (Brand Profile, 2017). The brand has endeavored to have its quality in a few nations. The organization represents considerable authority in shoe planning as indicated by the inclinations of the customers. Later on, the organization has broadened its business into packs, frill and ensemble gems. The organization has in excess of 500 stores everywhere throughout the world and has a solid online nearness. The organization has related with a few establishments for helping the general public and improving nature as a piece of its corporate social obligation (Brand Profile, 2017). Foundation of the nation: Indonesia is a nation that has inexhaustible characteristic assets and has simple openness to different countries. The nation is encircled by water bodies, which makes the ocean highway a significant exchanging opportunity with different nations. It is one of the main five crowded nations on the planet with in excess of 300 million individuals. The GDP of Indonesia has been more than 932.3 billion USD in the year 2016 and is developing at a decent pace. The economy of the nation is a blended economy and it means to get one of the main ten economies over the globe. The Government of Indonesia offers help to the foundation conveyance by including in open private organizations. The nation has pulled in a few outside financial specialists previously and has legitimate principles and guidelines that control the remote auxiliaries. In spite of all the positive circumstances for the organizations in Indonesia, the nation faces a few difficulties as political weight and defilement. The more clear guideline and a few relaxations in the assessments have urged the outside financial specialists to come to Indonesia. Notwithstanding, absence of fitting infrastructural offices have been a significant worry in the monetary improvement of the nation (Armstrong Taylor, 2014). Employment configuration alludes to the particular of the techniques and substance of the occupations so the authoritative prerequisites of the activity can be comprehended in connection with the individual and social necessities (Reiche, Mendenhall Stahl, 2016). A definitive target of occupation configuration is to build the degree of employment fulfillment among the authoritative workers. The organization will require extra design retailer, who will deal with the floor as deals right hand and the activity will require the accompanying errands: Displaying things Serving customers Dealing with inquiries or grumblings Proposing customers on their buying choice Requesting, overseeing and taking out stock Supporting with special exercises Regulating conveyances Overseeing and inspiring staff Guaranteeing that the business targets are accomplished The administrative center activity job will include the accompanying obligations and assignments: Choosing new items and auditing the old Looking through the right providers Arranging costs Ensuring that the items are arrive at the goal on schedule Helping in deciphering reports and determining future deals Exhibiting thoughts to top administration Stock control Planning and financing Advancing items Taking care of the adjustments in the requests of the customers Guaranteeing appropriate associations with present providers while obtaining new ones Going to exchange occasions Getting criticism from customers Hofstede National Cultural Dimension: Hofstede National Cultural Dimension is a structure or system for diverse correspondence, which exhibits the effects of the way of life on the estimations of the individuals from the general public (Al Ariss Sidani, 2016). It additionally relates the qualities with the conduct of the people with the assistance of factor examination. There are a few components of national societies in the Hofstede National Cultural Dimension model. The measurements are referenced as underneath: Force Distance Index (PDI): Power separation record alludes to the degree to which the less incredible individuals from associations and foundations (like the family) acknowledge and expect that force is circulated inconsistent. In this specific measurement, high level of record suggests that the chain of command is plainly settled and actualized with no questions (Sparrow, Brewster Chung, 2016). Indonesia has a superior set up order than Singapore. Independence versus Collectivism (IDV): This specific record shows the level up to which the individuals from the general public are incorporated into gatherings (Rees Smith, 2017). The social orders which are individualistic have frail holding among the individuals and they accentuate more upon singular interests than on bunch interests. Despite what might be expected, the social orders which are collectivistic accentuate tons of the gatherings and the individuals bolster one another. Singapore is more individualistic than Indonesia. Vulnerability shirking file (UAI): The vulnerability evasion file alludes to the societys resistance for vagueness. In this file, individuals will in general maintain a strategic distance from any startling or obscure occasion. High level of vulnerability shirking record implies that the general public has severe rules, laws and codes of conduct, which can't be changed (Chelladurai Kerwin, 2017). Despite what might be expected, social orders with low vulnerability evasion list have more noteworthy adaptability in their principles and guidelines. Singapore is bound to maintain a strategic distance from obscure circumstances and has higher vulnerability shirking list than Indonesia. Manliness versus Femininity (MAS): In this specific measurement, manliness is alluded to as an inclination in the public eye for accomplishment, chivalry, decisiveness and material prizes for progress while gentility is alluded to as an inclination for participation, humility, thinking about the frail and personal satisfaction. In higher manly social orders, there is disparity among the people while in a higher female society, the ladies are seen similarly with men. Indonesia has higher MAS than Singapore, which demonstrates that there is greater imbalance among people in Indonesia (Welch Bjrkman, 2015). Long haul direction versus momentary direction (LTO): This specific measurement relates the past with the present and the future difficulties. Transient direction shows that the customs are kept up and are handily adjusted while long haul exhibits adjustment as an issue (Collings, 2014). Singapore faces more troubles in adjusting while Indonesia is exceptionally adaptable. Hierarchical structure: Hierarchical structure decides the way wherein the authoritative exercises are coordinated towards the accomplishment of the objectives and destinations of the associations. A dominant part of the organizations in Singapore are family-run organizations and the oldest individual from the family will in general be the CEO of the association (Rabl, 2014). Ordinarily, the significant choices are taken by the top level administration in these associations and the sub-ordinates are to follow the sets of the top administration. Robotic association alludes to the associations that have profoundly brought together and formalized methodology. On the opposite natural association alludes to the associations that have adaptable strategies and techniques. Then again, in Indonesia, the hierarchical structure is deliberately composed with the representatives letting the chiefs to settle on all the choices and dole out undertakings to them. The advancement of a worker is by all accounts increasingly subordinate upon the relationship of the representatives with the businesses instead of their presentation. Indonesia is profoundly influenced by nepotism. The various leveled nature of a larger part of the associations in Indonesia has brought about the advancement of organization (Festing, Knappert Kornau, 2015). Enrolling and staffing process: The most broadly utilized universal human asset the executives approaches include ethnocentric, polycentric, geocentric and regiocentric. The choice of the IHRM approach relies on the sort and level of internationalization, social inclinations and the kind of industry and markets served (Slavi?, Berber Lekovi?, 2014). The staffing strategy utilized in this will be ethnocentric as the significant situations in the outside nations will be held by the nationals of the parent nation. The accompanying will be the preparation and improvement process for overseeing worldwide groups: Structure: The chiefs will guarantee that there is appropriate correspondence with and among the colleagues as the colleagues meet just because. Norm: This stage includes making the colleagues alright with their activity jobs and growing great associations with the colleagues. Play out: This stage includes the group playing out its errands as per the desires for the association. Dismiss: This stage includes the disintegration of the group when it starts to fail to meet expectations or the thought process of shaping a group is accomplished. 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Bob Marley Essay

In a period of political, financial, and social distress, another method for fight was starting to rise up out of Jamaica as reggae music. It was 1963 when a youngster from Jamaica by the name of Robert Nesta Marley, otherwise called â€Å"Bob Marley†, shaped a band called The Wailers, who might without a doubt become one of the main reggae groups to ascend from the abuse of the underdeveloped nation. The nation of Jamaica had quite recently picked up autonomy from the U.K. in 1962, however was definitely not a free country. People with great influence decided to misuse the country’s scarcely any principle trades, basically bauxite, a mineral utilized during the time spent assembling aluminum. The initial ten years of Jamaican autonomy saw significant monetary development, however these additions were kept away from the country’s urban poor. From his book, Reggae, Rastafari, and the Rhetoric of Social Control, Stephen A. Lord composes, â€Å"After freedom, the J amaican Labor Party’s â€Å"Five Year Plan† didn't deliver monetary success in any case, rather, much more noteworthy imbalance of living conditions† (47). Ruler cites Adam Kuper, â€Å"As the Jamaican Labor Party urged remote nations to put resources into and grow Jamaica’s assembling and bauxite enterprises, the customary quest for horticulture, ranger service, and angling dropped to a low of 10 percent of Jamaica’s GDP in 1968 (47). Marley decided to join the Rastafarian development, a strict program that was a conspicuous gathering in Jamaica. The Rastafarian confidence assisted with filling Marley’s reason in music, which was to engage and rouse the individuals who were being held somewhere around the nation’s wealthier class. A little provincial town called Nine Miles situated in the area of Sainte Ann is the place Bob Marley was conceived. Marley lived with his grandparents in the network of Sainte Anne, individuals who followe d customs they had gained from their initial African predecessors. These traditions included narrating which would be one of Marley’s signature characteristics during his songwriting vocation. At the point when Marley was a young person, his mom chose to remove him from Sainte Anne, and moved him to Jamaica’s capital Kingston in the region of Trench Town. This would be the place Marley would start to set out on his melodic excursion. Like most urban Jamaican urban communities, Trench Town was poor and the entirety of its occupants including the adolescent Marley lived in destitution. During this time Marley figured out how to guard himself against the harsh town local people, and as opposed to tailing them Marley chose to give nearer consideration to music. As one writer writes, â€Å"Despite the destitution, despair and different unpalatable exercises that supported some ghetto tenants, Trench Town was likewise a socially rich network where Bob Marley’s inexhaustible melodic gifts were sustained. A deep rooted wellspring of motivation, Bob deified Trench Town in his tunes â€Å"No Woman No Cry† (1974), â€Å"Trench Town Rock† (1975) and â₠¬Å"Trench Town†, the last discharged after death in 1983† (Ruff, â€Å"Bob’s Early Life†). Marley’s beginnings in the music business were with a type of music known as ska. Ska came to fruition in Jamaica during the late 1950’s and mid 60’s. Ska was enlivened by American R&B music that could be heard through U.S. radio aviation routes on the transistor radio. Ska was a mixing of America’s R&B and Jamaica’s island beat, a blend of calypso and mento. Creator Stephen A. Ruler composes, â€Å"Perhaps ska can best be described as a result of creolization, getting intensely from dark American music (jazz, gospel, and R&B), while likewise fusing indigenous (mento) and African components into its sound† (24). Numerous residents of Jamaica couldn't manage the cost of radios to tune in to music or keep up on any news reports originating from the island. So the Jamaican sound frameworks, cell phones, for example, v ans or melodic hardware on wheels, would be utilized to have moves, and the emcees would likewise utilize their sound frameworks to educate his audience members on political happenings. Lord expresses that, â€Å"As one of only a handful barely any moderate social exercises for poor people, the sound framework carried music to places where the voice of poor people could be heard without obstruction by nearby authorities† (16). Like the majority of the world during this time, the dark populace was not permitted any political force, and many started to look for approaches to stand up to. One of the strategies utilized as a way to latently retaliate against the awkwardness was the Rastafarian religion. The Rastafarian religion was brought into the world right off the bat in the twentieth century, yet its underlying foundations go back the extent that the late 1800’s when slaves felt constrained to rebel against the estate proprietors on the conviction that God was calling them to battle for opportunity. In 1927, a man named Marcus Garvey delivered to Jamaicans the premise of the Rastafarian religion, which was to seek Africa for the delegated of a ruler. This would be an indication for Jamaica that opportunity is close. From Africana, the Encyclopedia of the African and the African-American Experience, creator Roanne Edwards cites Garvey: â€Å"Look to Africa for the delegated of a lord to realize that your reclamation is nigh† (Edwards 1592). In 1930 Ras Tafari was delegated head of Ethiopia andâ baptized with the name Haile Selassie. From that second on the Rastafarians of Jamaica would perceive the ruler of Ethiopia as the living savior. The religion of Rastafarianism was intended to enable Jamaica’s dark populace by pondering vigorously African legacy and accepted that the western culture was today’s realm of Babylon, a degenerate city that benefitted from the persecuted. Some portion of the Rastafarian confidence was to develop dreadlocks, this would get one of Marley’s signature highlights, however Marley was not following any patterns, his motivation for wearing his hair in dreadlocks had further significance than minor design. As cited from Rolling Stone, â€Å"Until Babylon fell, as per one legend; the Rastas would not trim their hair. They developed it long in a fearsome appearance called dreadlocks† (Gilmore 5). Another component from the Rastafarian Movement was the utilization of maryjane to make a more profound association with Selassie. Marley utilized pot as an inventive outlet in songwr iting and Marley, alongside numerous Rasta artists, followed the custom of smoking cannabis or â€Å"ganja† for this otherworldly experience. Marley’s melodies originated from a profound otherworldly assurance, to spread the message of the Rastafarian confidence and to battle against the individuals who looked to put down poor people and less lucky of the world. As indicated by creator Rex Ruff, â€Å"Bob Marley reaffirms his adherence to Rastafari on â€Å"Forever Loving Jah† from â€Å"Uprising† the last collection discharged during his lifetime. â€Å"Uprising† highlights the acoustic â€Å"Redemption Song† which beseeches the audience: â€Å"emancipate yourselves from mental subjugation none however ourselves can free our mind†, emphasizing oneself enabling feelings that Rastafarian fundamentals have tried to establish† (Bob and Rastafarian Beliefs). The poor of Jamaica were dependent upon hardship as a result of the choices that were being made by the ideological groups set up after Jamaica had become a free country. On one hand, there was the Peoples National Party, dr ove by Michael Manley, who battled for protected rights, and then again, there was the Jamaican Labor Party, drove by Edward Seaga, who wanted to put Jamaica’s capital interests abroad before the government assistance of the country. Both the People’s National Party and the Jamaican Labor Party were essentially run by white individuals and Marley took neither side, yet was said to have little kindness towards Michael Manley’s People’s National Party. In 1976 the December races were moving close and rough fights were assuming control over the lanes of Kingston. Marley had become such a conspicuous icon for Jamaican residents and the People’s National Party thought a show performed by Marley would help quiet the city during the political race. Marley consented to perform with his band The Wailers at the Smile Jamaica show. Despite the fact that Marley had communicated political lack of bias, some accepted that Marley had favor for Michael Manley’s side. During practice, only two days before the show, Marley and a few individuals from his band were taken shots at. Nobody associated with the shooting were killed, yet both Marley and his administrator at the time endured wounds. Marley proceeded to perform at the Smile Jamaica show to keep the harmony, however fled the nation following the show finished. After the Smile Jamaica show Marley performed again at the One Love Peace show where he convinced Michael Manley and Edward Seaga up on the phase to shake hands. This show represented Marley’s genuine want for harmony and concordance between the ideological groups of Jamaica’s new government. As Gilmore composes, â€Å"On April 22nd, at the One Love Peace Concert, Marley figured out how to cajole both Michael Manley and Edward Saga in front of an audience with him and held their hand s together with his in a signal of coexistence† (Gilmore 9). Marley kicked the bucket of malignancy at the youthful age of 36, yet his music is as yet alive and arrives at several individuals each and every day. Something that made Marley’s music so powerful was his capacity to talk a serious message through an inventive song. From Rolling Stone, â€Å"He was a wonderful tune author, and his songs’ hinting pop guides maneuver the audience into the real factors Marley was describing† (Gillmore 12). Albeit a great part of the Marley inheritance lives on in America as a minor pattern, one who decides to look further into his message will feel the force Marley had expected through his verse that was intended for a persecuted country.

Hr Policies - Free Essay Example

A PROJECT REPORT ON HUMAN RESOURCE POLICIES AT FRONTLINE COMPLOGIC SOLUTIONS, HYDERABAD SUBMITTED BY LAVANYA CHOPPADANDI. 030-07-0127. PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION TO [pic] OSMANIA UNIVERSITY, HYDERABAD 500007. ST. ANN’S COLLEGE FOR WOMEN (P. G. CENTRE). (Affiliated to Osmania University). MEHDIPATNAM, HYDERABAD-500028. (2007-2009). DECLARATION I, Ms. Lavanya Choppadandi. , a student pursuing MBA. ereby declare that the project work titled† Human resource policies† at Frontline Complogic Solutions, Hyderabad, is a bonafied work done by me under the guidance of Mrs. A. Mary Francina, Lecturer, MBA Management, St. Ann’s College For women (P. G. centre) Mehdipatnam, Hyderabad. This project report is submitted in partial fulfillment for the award of Degree of Master Of Business Management, St. Ann’s College For women, (P. G. centre), Osmania University, Hyderabad. This project work is a result of my own efforts and has not been submitted to any other university or institution. PLACE: DATE: . Lavanya Choppadandi. [pic] [pic] ACKNOWLEDGEMENT The project report titled â€Å"Human Resource Policies† is done by me at Frontline complogic solutions, in partial fulfillment for the award of degree of Master of Business Management. I would like to thank Mrs. Nisha Nair, HR Manager of Frontline complogic solutions for providing me an opportunity to pursue my project work in the esteemed organization. I convey my sincere thanks to Sr. Y. Inyasamma, principal and Sr. P. Amrutha, Correspondent, St. Ann’s College for Women (P. G. centre), Mehdipatnam. I express my gratitude to Associate Professor Mrs. Firdaus Khan, Department of Business Management for her valuable support. I also thank Mrs. A. Mary Francina, Lecturer, Department of Business Management, under whose supervision the study has been successfully completed. I also thank the employees of Frontline Complogic solutions, for their co-operation during their study. TABLE OF CONTENTS |S. NO. CONTENTS |PG. NO. | | |LIST OF TABLES |(i) | | |LIST OF CHARTS |(ii) | |1 |INTRODUCTION |1-8 | | |1. 1. NEED IMPORTANCE OF THE STUDY |1-2 | | |1. 2. OBJECTIVES OF THE STUDY |3 | | |1. 3. RESEARCH METHODOLOGY |4-5 | | |1. 4. SCOPE OF THE STUDY |6 | | |1. . LIMITATIONS OF THE STUDY |7 | | |1. 6. ORGANIZATION OF THE STUDY |8 | |2 |REVIEW OF LITERATURE |9-30 | | |2. 1. LITERATURE REVIEW 10-30 | |3 |COMPANY PROFILE |31-44 | |4 |DATA ANALYSIS AND INTERPRETATION. |45-68 | |5 |CONSLUSION AND SUGGESTIONS |69-71 | | |5. 1. CONCLUSION |69-70 | | |5. 2. SUGGESTIONS |71 | | |ANNEXURES | | | |BIBLIOGRAPHY | | (i) LIST OF TABLES |S. NO |TITLE |PG. NO. | |1. |Salary offered by the company. |45 | |2. |Vacations, holidays, leaves offered by the company. 47 | |3. |Training provided to the employee. |48 | |4. |Opportunities to utilize skills |49 | |5. |Approachability of senior managers to develop and guide employee. |51 | |6. |Co-operation of colleagues for the development. |52 | |7. |Communication between top and lower level management to share ideas. |53 | |8. |Company pays for good performance. |54 | |9. Dealing with the grievances among employees. |56 | |10 |Discipline of the organization. |58 | |11. |Amount of work at present. |59 | |12. |Flexibility of working hours. |60 | |13. |Health benefits of the company. |61 | |14. |Safety given to the women employee. |62 | |15. |Number of sick leaves. |63 | |16. |Job location affecting employee resignation. |64 | |17. Continuing education |65 | |18 |Career advancement |66 | |19. |Family or personal reasons. |67 | |20 |Onsite opportunities. |68 | (ii) LIST OF CHARTS |S. NO |TITLE |PG. NO. | |1. |IT-Map. |37 | |2. |Business and IT-Map 38 | |3. |Business Architecture. |40 | |4. |Organization structures. |43-44 | |5. |Salary offered by the company. |45 | |6. |Vacations, holidays, leaves offered by the company. |47 | |7. |Training provided to the employee. |48 | |8. |Opportunities to utilize skills |49 | |9. |Approachability of senior managers to develop and guide employee. 51 | |10. |Co-operation of colleagues for the development. |52 | |11. |Communication between top and lower level management to share ideas. |53 | |12. |Company pays for good performance. |54 | |13. |Dealing with the grievances among employees. |56 | |14. |Discipline of the organization. |58 | |15. |Amount of work at present. |59 | |16. |Flexibility of working hours. 60 | |17. |Health benefits of the company. |61 | |18. |Safety given to the women employee. |62 | |19. |Number of sick leaves. |63 | |20. |J ob location affecting employee resignation. |64 | |21. |Continuing education |65 | |22. |Career advancement |66 | |23. Family or personal reasons. |67 | |24. |Onsite opportunities. |68 | . ABSTRACT Hr-policies in the management of HR cover a wide variety of subjects. A comprehensive coverage of policies embrace any action or decision, taken by either employees or management in relation to the working environment, the rights and responsibilities of employees and management, and the action of both parties. Thus one policy may be a statement of standards for employee attendance and another statement of management obligations in grievance administration. One policy may explain conditions under which loans will be granted where as another may indicate conditions under which an employee is subjected to discharge. HR policies are criteria for making decisions and it saves time by solving problem without any detailed analysis. And also these policies provide a clear idea of what management and employees can expect. HR policies avoid confusion and misunderstanding of conditions which are similar in character and promote consistency, fairness and also it eliminates any bias in employee in employee related decisions. Policy may originate from anywhere inside an organization or from external sources. The HR department has to assist in communicating policies to those who should know about them. HR department interprets policies, periodically reviews the same in order to ensure fairness and uniformity. CHAPTER 1 INTRODUCTION [pic] Need of HR-policies: The main reason your organization should have policies and procedures, relevant job descriptions and a job evaluation system is to ensure that your staff are treated equally across a variety of employment issues. In addition, written policies help if legal situations arise chances are very good that your organization is required by law to provide written policy information to your employees. Small businesses without HR-departments often scramble for resources when compiling staffing information and developing HR-policies and procedure. In addition, many large organizations have dated policies, procedures and job descriptions that no longer reflect today’s business world. Organizations looking for fresh ideas and new start can do so by using latest HR policies and practices. 1. 2 Objectives: 1. To study the awareness of employee towards different HR-policies 2. To know the contribution of the HR policies in the achievement of the companies objectives and satisfaction of employees. . To study various employee related practices like communication, health and safety, wages and salaries. 4. To identify the needs of the employee towards training and development. 5. To study the recruitment and selection processes followed in the organization. 1. 3 Research methodology: Definition: Research methodology is a systematically solve the research problem and how research is do ne scientifically. 1. 3(i) Research design: It’s a conceptual structure within which research can be conducted. This function of research design is to provide for the collection of effort time and money. The suitable design is the one that minimizes and bias and maximizes the reliability of data collected and analysis. This study involves studying the current policies of the company, suggesting improvement offering benefits. It’s descriptive in nature. 1. 3(ii) Sampling technique: Respondent were chosen using random sampling technique to conduct the study. 1. 3(iii) Sample size: A sample of 50 employees are drawn where the respondent belong to different departments of the organizations. 1. 3(iv) Data collection: Data collection consists of primary and secondary. It is the data through which we prepare questionnaire and based on that questionnaire observations are been made data can also be collected from books, magazines or website of the organization. Data analysis: ? Primary data: It refers to the first hand data and is collected through questionnaire, observation, and discussion with HR manager. 1. Questionnaire. 2. Observation. 3. Interview method. †¢ Questionnaire: It’s prepared and circulated to the employees in the organization. The questionnaire that is of open ended, dichotomous, likert’s 5 point scale questions. †¢ Observation: It is done during he visit to the organization. †¢ Interview method: The study is also includes obtaining information from persons this interview is an informal and unstructured one with the individual employee in the organization. ? Secondary data: It refers to the data, document and record that have already been collected from †¢ Websites. †¢ Journals. †¢ Books. After data has been collected, the data obtained from the questions is arranged in a serial order tabulation is a part of technical procedure where classified data is framed in the form of table the tables thus obtained were analyzed with statistical technique like percentage chart. Interpretation: The percentages were calculated individually for each of the above criteria respectively and presented in a table. 1. 4 Scope: Scope of the study: The study was conducted for 50 employees at Frontline Complogic Solutions in Hyderabad with the primary objective of ascertaining the awareness of employees towards hr policies that are required to perform jobs, and identifying the competencies which enable employees to climb up the ladder in the organization. The level of employees considered for the study is. †¢ System software engineer. †¢ Software engineer. †¢ Analyst †¢ Project lead Technical lead. 1. 5. Limitations: The study includes the opinion of 50 employees representing the sample size, the following are the limitations †¢ Accuracy of the study is based on information given by the respondent †¢ Interaction with employee was difficult as they were not available. †¢ Time constraint was an important factor as it was conducted only for 45 days. †¢ As the employees were busy with their work it had become bottleneck to obtain sufficient data. †¢ A sample of 50 respondents was taken to conduct the study which may not be true representation of the entire organization. . 6 Organization of the Study: Organization of the study deals with the arrangement of the data. The entire work is arranged chapter wise to facilitates easy identification of topics. The First Chapter deals with Introduction which includes Need and Importance of the study, Objectives of the study, Research methodology, Scope of the study and Limitations of the study. The Second Chapter deals with Literature Review which includes surveys. The Third Chapter deals with the profile of FRONTLINE COMPLOGIC SOLUTIONS. The Fourth Chapter gives complete account of the Data Analysis and Interpretation regarding the human resource policies by the employees at of FRONTLINE COMPLOGIC SOLUTIONS. The Fifth Chapter comprises of Conclusion and Suggestions. Conclusion is drawn from the analysis and is briefly dealt. At the end, Annexure of Questionnaire for HUMAN RESOUCE POLICIES is adopted for collecting data from the employees of the organization and Bibliography that deals with various literatures referred for the study are present. CHAPTER 2 LITERATURE SURVEY LITERATURE REVIEW CHAPTER 2 REVIEW OF THE LITERATURE Literature Survey 1 Title: Industrial and labor relations review. Who conducted the survey: Berg. p. appelbaum, E. Balley, and T. kalleberg in the year 2004 Objectives: The authors do a comparative analysis of how management and labor union strategies, the institutional and regulatory environment and labor market conditions affect working time and employees affect working time and employees’ control over work hours in seven countries those are Australia, Germany, The Netherlands, the United States, Japan, Sweden and Italy. The authors provide overviews of government legislation, labor market conditions and management or labor union approaches in each of these countries related to employee work hours. Findings: Findings suggest that while labor unions, collective bargaining, and government legislation have contributed to employees’ greater control over working hours, employers continue to have the greatest effect on work hours. The full-text of this article is available in the Sloan network’s literature database. 2. 1 Literature Review: Employment: The selection devices predictions based on either evaluating the past or sampling the present. The application form, background investigation, and comprehensive interview attempt to find out what the applicant has done in the past and then to project these past experiences and accomplishments into the future. This employment makes certain assumptions concerning the relationship of the past to the future. Specifically, it assumes that a candidate’s past behavior can be guide for predicting future behavior, and that the candidate will remain the same person in the future that she or he was in past. While these assumptions may be accurate and this approach satisfactory, it appears that devices like job-related tests, where relevant may also be good predictors because they sample present behavior in order to predict future behavior. Employment tests: In this tests we have †¢ Written tests. †¢ Graphology. †¢ Polygraph and honesty tests. †¢ Interview. Written tests: A number of companies recognized that testing served vital purpose. There has been renewed interest in written tests, since those that have been validated can aid significantly in the acquisition of efficient and effective workers. However, employment reminds a company that has the sole responsibility for demonstrating that tests used for hiring or promotion are related to job performance. There are literally hundreds of tests that can be used by organizations as selection tools. Employment or selection tests measure intellect, special ability, perception skills, mechanical comprehension, motor ability, and personality traits. Graphology Graphology is a hand-writing analysis, it suggests that employee’s degree of energy, inhibitions, and spontaneity to be found in the writer, disclosing idiosyncrasies and elements of balance and control from which many personality characteristics can be inferred. Polygraph and honesty tests: Use of lie detectors for verifying information on the application form can only be used for specific jobs. The employee polygraph protection act of 1988(followed by many other state laws) prohibits the use of polygraph testing as a uniform pre requisite of employment. However, a second generation polygraph technique, honesty tests, is thriving. Although the questions asked may appear to be relatively innocent, those taking the test do not know how they will be interrupted. For example, the response to â€Å"have you ever cheated on a test in your life? † may not have a correct response on its face value-that Is, if you say yes, you admit that you have cheated; a no response might indicate that you are lying. Nonetheless, the question patterns are such that even those who try to â€Å"outsmart† the test often fail. These tests often contain questions that repeat themselves in some fashion, and the examiner then looks for onsistency in responses. Since polygraphs are all but unusable for the typical firm, honesty testing has become more widespread. By the early 1990s, it was estimated that nearly 17 percent of all American management association affiliated firms used honesty tests. In fact, their use has become so extensive that it has grown into a $50million a year business for these honesty-psychological testi ng firms. Training and development: A learning experience that seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. Every organization needs to have well trained and experienced people to perform the activities that must be done. If current or potential job occupants can meet these requirements, training is less critical. When this is not the case, however, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employees to upgrade or alter their skills. But the rapid changes taking place during the last quarter-century in our highly sophisticated and complex society have created increased pressures for organizations to readapt the products and services are produced and offered, the types of jobs required, and the types of skills necessary to complete these jobs. Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interaction with their co-workers or supervisor. Learning is the process of bringing about relatively permanent change through experience. This can be done through direct experience-by doing-or indirectly, through observation. Regardless of the means by which learning takes place, we can measure the changes in attitudes and behavior that occur as a result of learning. We will emphasize how we learn rather that what we learn. Training pedagogic: The most popular training and development methods used by organizations can be classified as either on-the-job or off-the-job training. In the following pages, we will briefly introduce the better-known techniques of each category. On-the-job training: The most widely used training methods take place on the job, on-the-job training places the employees in actual work situations and makes them appear to be immediately productive. It is learning by doing. One of the drawbacks of on-the-job training can be low productivity while the employees develop their skills. Another drawback can be the errors made by the trainees while they learn. Job instruction training: During World War II, a systematic approach to on-the-job training was developed to prepare supervisors to train operatives. This approach, called job instruction training (JIT), was part of training within industry program. JIT proved highly effective and became extremely popular. JIT consists of four basic steps: 1. Preparing the trainees by telling them about the job and overcoming their uncertainties. 2. Presenting the instruction, giving essential information in a clear manner. 3. Having the trainees try out the job to demonstrate their understanding. . Placing the workers into the job, on their own, with a designated resource person to call upon should they need assistance. Off-the-job training: Off-the-job training covers a number of techniques-classroom, lectures, films, demonstrations, case studies, and other simulation exercises, and programmed instruction. The facilities needed for each of these techniques vary from a small makeshift classroom to a n elaborate development center with large lecture halls, supplemented by small conference rooms with sophisticated audio-visual equipment, two-way mirrors, and all the frills. Seminars or conferences: The seminar or conference approach is well adapted to conveying specific information-rules, procedures, or methods. The use of audio-visual or demonstrations can often make formal seminar presentations more interesting while increasing retentions and possibly clarifying more difficult points. Videos: Films can be a useful training technique. Whether purchased from standard video distributors or produced internally by the organization, they can provide information and explicitly demonstrate skills that are not easily presented by other techniques. Videos and seminar discussions are often used in conjunction to clarify and amplify those points that the video emphasized. Development: Employee development, by design, is more future oriented and more concerned with education than employee training. By education we mean that employee development activities attempt to instill sound reasoning processes-to enhance one’s ability to understand and interpret knowledge-rather than imparting a body of facts or teaching a specific set of motor skills. Development, therefore, focuses more on the employee’s personal growth. Employee development pedagogic: Some development of an individual’s abilities can take place on the job. We will review some popular on-the-job techniques: coaching, understudy assignments, job rotation, and committee assignments. Off-the-job methods: Sensitivity analysis: Unstructured group interaction in which participants discuss themselves and their interactive processes. Sensitivity training in â€Å"encounter groups† became quite popular during the 1950’s as a method of changing behavior through group processes. Often referred to as laboratory training, it influences the participants through unstructured group interaction. Members are brought together in a free and open environment in which participants discuss themselves and their interactive process, loosely facilitated by a professional behavioral scientist. This professional then creates the opportunity for the participants to express their ideas, concerns, beliefs, and attitudes. The objectivities of sensitivity training are to provide managers with increased awareness of their own behavior and how others perceive them, greater sensitivity to the behavior of others, and increased ability to empathize with others, improved listening skills, greater openness, increased tolerance for individual differences, and improved conflict resolution skills. Transactional analysis: TA is an approach for defining and analyzing communication interactions between people and theory of personality. TA holds that an individual’s personality. The fundamental theory underlying TA holds that an individual’s personality consists of three ego states-parent, child, and adult. These labels have nothing to do with age, but rather with the aspects of the ego. The parent state is made up of one’s attitudes and behavior incorporated from external sources. It is an ego state o authority and superiority a person acting in a parent stage is usually dominant, scolding, and otherwise authoritative. The child contains all the impulses that are natural to an infant: the person can be obedient or manipulative, charming at one moment and repulsive son can be obedient or manipulative, charming at one moment and repulsive the next. Whereas the parent acts as he or she was taught, the child is emotional and acts according to how he or she feels at the moment. The adult state is objective and rational. Grievance procedure: Probably the most important element of contract administration relates to spelling out a procedure for handling contractual disputes. Almost all collective-bargaining agreements contain formal procedures to be used in resolving grievances of the interpretation and application of the contract. Most labor contracts have been provisions in their agreements for resolving specific, formally initiated grievances by employees concerning dissatisfaction with job related issues. Grievance procedures are typically designed to resolve grievances as quickly as possible and at the lowest level possible in the organization. The first step almost always has the employee attempt to resolve the grievance with his or her immediate supervisor. If it cannot be resolved at this stage, it is typically discussed with the union steward and supervisor. Failure at this stage usually brings in the operations superintendent, someone from the organization’s industrial relations department, or the facility’s manager. If the grievance still cannot be resolved, it is usual for a third-party arbitrator to hear the case and make a ruling. In practice, we find that 98 percent of all collective-bargaining agreements provide for arbitration as the final step to an impasse. Of course, in small organizations these steps tend to be condensed, possibly moving from discussing the grievance with the union steward to taking the grievance directly to the organization’s senior executive or owner. Finally, management should be aware that a number of states have mediation services to assist with negotiation problems. At the national level, the federal mediation and conciliation service provides mediators and arbitrators on a no-fee basis to both public and private organizations. Monitoring: By monitoring activities, company and union can assess how effective the current contract was, when problem areas or conflicts arose, and what changes might need to be made in subsequent negotiations. Throughout these collective-bargaining discussions, we have addressed some fundamental differences that may exist between labor and management. Part of these differences may lie in how the two groups are structured and where their power is held. Discipline: A condition in the organization whereby employees conduct themselves in accordance with the organization’s rules and standards of acceptable behavior. Types of discipline problems: 1. Attendance. 2. On-the job behavior. 3. Dishonesty. 4. Outside activities. Attendance: Why is attendance such a serious problem? While there is no simple or clear answer, we might postulate several reasons. First, many organizations have failed to align worker’s goals with those of the organization; the result is usually a decline in attendance. A Second reason may be a changing attitude toward employment. A Third reason may be the different back grounds of the diverse entrants into the work force during the past 20 years. In the past two decades, we have seen a rapid movement of minorities, women, and younger individuals into the job market; and many of these new entrants had little previous experience. Their values and attitudes toward attendance differed from earlier generations; work, to many of them, was not or is not the most important activity in their lives. Fourth, it is obvious that many employees believe that earned sick-leave days have to be used, regardless of whether they are ill or not. As organizations have increas4ed their paid sick-leave benefits, as part of expanded benefits packages, many employees have merely treated these days as just more earned time off. This is especially true of the organizations that imply â€Å"use them or lose them. Those attendance problems are real, and a major cause of concern for managers. Yet how can HRM help alleviate this? Interviewers can assist by properly delving into the past job behaviors of job candidates during the selection interview. On-the job behavior: This blanket label includes insubordination, horseplay, fighting, gambling, failure to use safety devices, carelessness, and two of the most widely discussed problems in organizations today-abuse of alcohol and drugs. Most of these actions reflect direct infractions of organizational rules. For instance, refusing to obey a boss’s orders, ignoring appropriate safety procedures, or being intoxicated on the job are all behaviors that are usually expressly forbidden. As a result, these infractions are easy to identify furthermore, because they represent a clear violation of an organization’s acceptable standards of behavior, corrective action should be taken immediately. In contrast to ambiguous infractions such as taking unnecessary sick-day leave. Fighting gambling or safety infractions represent clear rule violations. Arriving at work drunk or consuming alcoholic drinks on the job is an age-old problem. Many organizations now consider alcoholism a treatable illness and have established programs to help alcoholic employees. The use of drugs on the job is a newer problem, and a much greater one than it was a generation ago. More and more employees have experienced with drugs off the job and there has been a carryover of drug abuse onto the job. Dishonesty: Dishonesty has traditionally resulted in the most severe disciplinary actions. More and more companies are using honesty tests to determine if an employee has an inclination toward dishonesty. This is because more than with any other type of behavior, evidence that one has engaged in a single dishonest act reflects directly on the employee’s character. Furthermore, it is assumed, rightly or wrongly, that an employee who lies or steals once cannot be trusted and must therefore be separated from the organizations. Evidence of this practice appears in the media on an almost regular basis. Headlines told us of a decade; when it was discovered that he had lied about having earned several advanced degrees, his outstanding record as a meteorologist at the station became incidental-he was fired. Similarly, when it became known that a dean of a major Colorado university had plagiarized a major part of his doctoral thesis, the evidence that he had performed admirably as an academic administrator was dwarfed by the fact that he had broken a cardinal rule within the academic community; under pressure from colleagues, university board members, and the media, he â€Å"voluntarily† resigned. Outside activities: This category covers activities that employees engage in outside of work, but which either affect their on-the-job performance or generally reflect negatively on the organization’s image. Included here are unauthorized strike activity, outside criminal activity, and working for a competing organization. Among managerial personnel, this category also includes bad-mouthing the organization or questioning the organization’s key values in public. An individual may be on the job only 40 hours a week, but that does not exclude the organization from disciplining employees when their behavior off the job embarrasses the organization. While the courts have recently acted to greatly protect employees from arbitrary punishment by management for a worker’s actions off the job, it would be native to assume that the organization ignores the behavior of employees in their off-the-job hours. This is most evident in managerial positions. The line between managers speaking or acting for themselves and speaking or acting for their organization becomes less clear as one rises in the organization, for senior executives, what they say or do 24 hours a day, seven days a week, reflects on the organization. Hence their off-the-job activities must fall within the acceptable standards of the organization or they will be subjected to disciplinary action by their organization. Disciplinary guidelines: All human resource managers should be aware of disciplinary guidelines. Three critical criteria: Make disciplinary action corrective rather than punitive. The object of disciplinary action is not to deal out punishment. The objective is to correct an employee’s undesirable behavior. While punishment may be a necessary means to that end, one should never lose sight of the eventual objective. Make disciplinary action progressive, although the type of disciplinary action that is appropriate may vary depending on the situation. It is generally desirable for discipline to be progressive. Only for the most serious violations will an employee be dismissed after first offense. Typically progressive disciplinary action begins with a verbal warning and proceeds through a written warning, suspension, and, only in the most erious cases, dismissal. Follow the hot-stove rule, Administering discipline can be viewed as analogous to touching a hot stove (therefore, the â€Å"Hot-stove rule†) while both are painful to the recipient, the analogy goes further. When you touch a hot stove, you get an immediate response; the burn you receive is instantaneous, leaving no question of cause and effect. You have ample warning, you know what happens if you touch a red hot stove. Fur thermore, the result is consistent; every time you touch a red hot-stove, you get the same response-you get burned. Finally, the result is impersonal; regardless of who you are, if you touch a red hot-stove, you will get burned the comparison between touching a hot-stove and administering discipline should be apparent. Disciplinary actions: †¢ Written-verbal warning. †¢ Written warning. †¢ Suspension. †¢ Demotion. †¢ Pay cut. Written verbal warning: A written verbal warning is a temporary record of a reprimand which is then placed in the manager’s file on the employee. This written verbal warning should state the purpose, date, and outcome of the interview with the employee. This, in fact, is what differentiates the written verbal warning from the verbal warning. Because of the need to document this step in the process, the verbal warning must be put into writing. The difference, however, is that this warning remains in the hands of the manager; that is it is not forwarded to HRM for inclusion in the employee’s personal life. Written warning: It is the first formal stage of the disciplinary procedure. This is because the written warning becomes part of the employee’s official personnel file. This is achieved by not only giving the warning to the employee’s permanent record. In all other ways, however, the procedure preceding the writing of the warning is the same as the written verbal warning; that is, the employee is advised in private of the violation, its effects, and potential consequences of future violations. The only difference is that the discussion concludes with the employee being told that a formal written warning will be issued. Then the manager writes up the warning-stating the problem, the rule that has been violated, any acknowledgment by the employee to correct her behavior, and the consequences from a recurrence of the deviant behavior-and sends to HRM. Suspension: A suspension or lay-off would be the next disciplinary step, usually taken only if the prior steps have been implemented without the desired outcome. Expectations-where suspension is given without any prior verbal or written warning-occasionally occur if the infraction is of a serious nature. A suspension may be for one day or several weeks; disciplinary lay-offs in excess of a month are rare. Some organizations skip this step completely because it can have negative consequences for both the company and the employee. From the organization’s perspective suspension means, the loss of an employee for the lay-off period. If the person has unique skills or is a vital part of a complex process, her loss during the suspension period can severely impact her department or the organization’s performance if a suitable replacement cannot be located. From the employee’s standpoint, a suspension can result in the employee returning in a more unpleasant and negative frame of mind than before the lay-off. Demotion: If suspension has not been effective and management wants to avoid dismissing the problem employee, demotion may be an alternative. However, we should point out that few organizations use demotion as a disciplinary measure, probably because it tends to demoralize not only the employee but the co-workers as well. Also, in contrast to the previous action, it is not temporary. A demotion is a constant punishment to the demoted employee and hence has broad motivation implications If demotion has a place as a disciplinary action, it probably is where 1. The employee clearly has the ability to perform the job 2. management perceives itself legally or ethically constrained from firing the employee 3. t is believed that a blatant demotion will awaken the employee. In such instances, demotion is a loud message that such employees will have to shape up radically if they want their old job back, and that management has no intention of letting them â€Å"get away† with chronic abuses of the organization’s rules. Ironically, though, demotion appears to exist chiefly in theory. One recent study indicated that dem otion of managerial and professional employee was rarely used. Pay cut: It’s rarely applied in practice, is cutting the problem employee. The pay cut usually has a demoralizing effect on the employee and is suggested as a rational action by management if the only other alternative is dismissal. From management perspective, dismissal means losing the individual’s experience and background. A replacement may be hired at a lower salary but still has to be trained to do the job. In cost-benefit terms, it may be to management’s advantage to save the hiring and training costs incurred with a new employee. This can be done by cutting the pay of the problem employee and saving the investment the organization has already made in the person. And, if the problem employee alters her behavior, the pay cut can always re-scinded. Communications: Human resource management communications programs are designed to keep employees abreast of what is happening in the organization, and knowledgeable of the policies and procedures affecting them. Whereas public relations departments are created to keep the public informed of what an organization does. HRM communications focus on the internal constituents-the employees. Guidelines for supporting communication programs: †¢ Top-management commitment Effective upward communication. †¢ Determining what to communicate. †¢ Allow for feedback. †¢ Information sources. Top-management commitment: Before any organizations can develop and implement an internal organizational communication program it must have the backing, support, and â€Å"blessing† of the CEO. Any activity designed to facilitate work environments must be seen by employees as being endorsed by the compa ny’s top management. In doing so, these programs are given priority and are viewed as significant components of the corporate culture. It is critical for employees to see top management supporting communications, so too is it for them to see communications effectively operating at all levels-that is, effective communications does not just imply that top management sends information down throughout the company. It also implies that information flows upward as well, and laterally to other areas in the organization. Effective upward communication: The upward flow of communications is particularly noteworthy because it is often the employees, the ones closest to the work, who may have vital information that top management should know. Determining what to communicate: If every piece of information that exists in our organizations were communicated, no work would ever get done; people would be spending there entire days on information overload. Employees, while wanting to be informed, or not concerned with every piece of information, like who just retired, was promoted, or what community group was given a donation yesterday. rather,employees need pertinent information-addressing those things employees should know to do there jobs. This typically includes where the business is going(strategic goals), current sales/service/production outcomes, new product or service lines, human resource policy changes. Allow for feedback: We can not assume that our communication efforts are achieving there goals. Consequently, we must develop into the system a means of assessing the flow of information, and for fostering employee feedback how that information is generated may differ from organization to organization. For some, it may be a casual word-of-mouth assessment. Others may use employee surveys to capture the data, or provide a suggestion box where comments can be given. Irrespective of how that information is gathered, employees must be involved. Other wise, not only will measurement of the effectiveness of the communications program be difficult, but you may also lose its benefits from its appearing to be less of a commitment to employees. Information sources: HRM communications should serve as a conduit in promoting effective communications through out the organization. Although HRM plays an important role in bringing this fruition, they are not the only, or the main source, of information. For that, we have to turn to one’s immediate supervisor. If successful programs can be linked to the immediate supervisor then HRM must insure that these individuals are trained in how to communicate properly. Even our benefit change, cited a few paragraphs ago, if implemented would likely result in a number of questions for one’s supervisor. Thus, HRM must make every effort to empower these supervisors with accurate data to deal with â€Å"frontline† questions. Wages and salaries: Many organizations use surveys to gather factual information on pay practices within specific communities and among firms in there industry. This information is used for comparison purposes. It can tell management if the organization’s wages are in line with those of other employers and, in cases where there is a short supply of individuals to fill certain positions, may be used to actually set wage levels. Some special cases of wages and salaries: †¢ Incentives. †¢ Individual incentives. †¢ Group incentives. †¢ Organizations wide incentives. Incentives: In addition to the basic wage structure, organizations that are sincerely committed to developing a compensation system that is designed around performance will want to consider the use of incentive pay. Typically given in addition to- rather than in place of- the basic wage, incentive plans should be viewed as an additional dimension to the wage structure we have described. Incentives can be paid based on individual, group, organization wide performance- a pay – for- performance concept. Individual incentives: Individual incentive plans pay off for individual performances for the 1999’s; these plans have been the biggest trend in compensation administration in the United States. Popular approaches include piece work plans, time-saving bonuses and commissions. Individual incentives can be based on time saved as well as output generated. Individual incentives work best where clear performance objectives can be set and where tasks are independent if these conditions are not met, individual incentives can create dysfunctional compensation or encourage workers to †cut corners† . coworkers be come enemy, individuals create inflated perceptions of there own work while deflating the work of others, and the work of environment becomes characterized by reduced interaction and communications between employees. And if corners are cut, quality and safety may be compromised. Group incentives: To or more employees can be paid for there combined performance is called group incentives. The group incentives are desirable when they make most sense where employees’ tasks are interdependent and thus require cooperation. Organization wide incentives: The goal of organization wide incentives is to direct the effort of all employees toward achieving overall effectiveness. Health and safety: Management has a legal responsibility to ensure that the work place is free from unnecessary hazards and that conditions surrounding the work place are not hazardous to employees’ physical or mental health. Of course, accident skill and do occur, and the severity of these may astound you. From the turn of the century through the late 1960 s, remarkable progress was made in reducing the rate and severity of job related accidents and it is diseases. At the most significant piece of legislation in the area of employee health and safely was not enacted until 1970. This law is called the occupational safety and health act (OSHA). The occupational safety and health act of 1970 provides job safety and health protection for workers by promoting safe and healthful working conditions throughout the nation. Provisions of this act include the following: †¢ Employers †¢ Employees. †¢ Inspection. †¢ Citation. †¢ Proposed penalty. †¢ Voluntary activity. †¢ Consultation. †¢ Posting instruction. Employers: All employers must furnish to employees employment and a place of employment free from recognized hazards that are causing or are likely to cause death or serious harm to employees. Employers must comply with occupational safety and health standards issued under the act. Employees: Employees must comply with all occupational safety and health standards, rules, regulations and orders issued under the act that apply to their own actions and conduct on the job. The OSHA of USA department of labor has the primary responsibility for administering the act. OSHA issues occupational safety and health standards, and its compliance safety and health officers conduct jobsite inspections to help ensure compliance with the act. Inspection: The act requires that a representative of the employer and a representative authorized by the employees be given an opportunity the OSHA compliance officer must consult with a reasonable number of employees concerning safety and health conditions in the workplace. Complaint: Employees or their representative have the right to file a complaint with the nearest OSHA office requesting an inspection if they believe unsafe or unhealthful conditions exist in their workplace. OSHA will withhold, on request, names of employees complaining. The act provides that employees may not be discharged or discriminated against in any way for filling safety and health complaints of for otherwise exercising their rights under the act. Employees who believe they have been discriminated against may file a complaint with their nearest OSHA office within 30 days of the alleged discriminatory action. Citation: If upon inspection OSHA believes an employer has violated the act, a citation alleging such violations will be issued to the employer. Each citation will specify a time period within which the alleged violation must be corrected. The OSHA citation must be prominently displayed at or near the place of alleged violation for three days, or until it is corrected, whichever is later, to warn employees of dangers that may exist there. Proposed penalty: The act provides for mandatory civil penalties against employers for serious violation. There are also provisions for criminal penalties. Any willful violation resulting in the death of any employee, upon conviction, is punishable by fine, or imprisonment for up to six months, or both. Voluntary activity: While providing penalties for violations, the act also encourages efforts by labor and management, before an OSHA inspection, to reduce workplace hazards voluntarily and to develop and improve safety and health programs in all workplaces and industries. OSHA’s voluntary protection programs recognize outstanding efforts of this nature. Consultation: For assistance in identifying and correcting hazards and in improving safety and health management is available to employers, without citation or penalty, through OSHA-supported programs j n each state. These programs are usually administered by the state labor or health department or a state university. Posting instruction: Employers in states operating OSHA approved state plans should obtain and post the state’s equivalent poster. Benefits and services: In benefits much change has occurred over the past decade. As benefit offerings to employees have become significantly more costly, the benefits administrator has the responsibility of piecing together a benefits package that meets the needs of the employees, while simultaneously being cost effective to the organizations. As such, much effort is expanded searching for lower-cost products are often reviewed, such as flexible benefits programs and utilization reviews, to help in benefit cost containment. The benefits administrator also serves as the resource information officer to employees regarding their benefits. Activities such as helping employees prepare for their retirement, looking for various pay0out options, keeping abreast of recent tax law changes, or helping executives with their pre-requisites, are conducted. This gives individual a great deal of responsibility, but also high visibility in the organization. Employee benefits: †¢ Flexible spending accounts. †¢ Modular plans. †¢ Core-plus options plans †¢ Add-on plans. Flexible spending accounts: It’s a special type of flexible benefits that permits employees to set aside a specified amount of their gross income to pay for particular services. Modular plans: A modular plan of flexible benefits is a system whereby employees choose a pre-designed package of benefits. As opposed to selecting â€Å"cafeteria style† modular plans contain â€Å"A fixed combination of benefit plans put together to meet the needs of a particular segment of the employee population. Core-plus action plans: These benefit plans exhibits more of a menu selection than two programs mentioned. Under this arrangement, employees typically are involved with coverage of core areas-typically medical coverage, life insurance at one time annual insurance. These plans help to eliminate the adverse selection. Add-on plans: It’s a situatio n where current benefit levels remain in effect. The employer has determined that benefit levels for the employees should be raised. These plans provide employees a menu to decide which benefit they desire to purchase or extend to coverage. These services can be provided to employee at no cost, or at a significant reduction from what might have been paid without the organization’s support. Services provided to employees may be such benefits as sponsored social and recreational events, employee assistance programs, credit unions, housing, tuition reimbursement, jury duty, uniforms, baby-sitting services, and the like. Companies can be as creative as they like in putting together their benefits program. The crucial point is to provide a package containing those benefits in which employees have expressed some interest, and perceive some value in its offering. Labor relations: A union is an organization of workers, acting collectively, seeking to promote and protect its mutual interests through collective bargaining. Union security arrangements: †¢ Closed shop. †¢ Union shop. †¢ Agency shop. †¢ Open shop. †¢ Dues check off †¢ The right-to-work issue. Closed shop: Closed shop security arrangement was deemed illegal. Accordingly no union contract may contain a clause that requires union membership prior to employment. Union shop: Employers can hire non-union workers, but they must become dues-paying members within a prescribed period of time. Agency shop: A type of union security arrangement whereby employees must pay union dues to the certified bargaining unit even if they choose not to join the union. Open shop: Employees are free to choose whether or not to join the union; those who do not are not required to pay union dues. Dues checkoff: Dues checkoff occurs when the employer withholds union dues from the members’ paychecks. Similar to other pay withholdings the employer collects the dues money and sends it to the union. The right-to-work issue: It prohibits the requirement that an individual must be a member of a union as a condition of employment. CHAPTER 3 COMPANY PROFILE Chapter 3 Company profile INTRODUCTION: Frontline Consulting Services Inc. designs, develops, markets, and supports enterprise applications and products to meet the critical requirements of businesses. We are geared towards providing focused service to organizations whose competitive edge depends in part on the use of IT and for whom the opportunity to reduce software development cost can enhance their capabilities to compete in the global market place. Our solutions comprise a broad range of advanced products and services designed to enable companies un the business, deploy products and business intelligence tools on a global basis We deliver in Internet time and consider both the strategy and the execution to be of high significance. We are pursuing to transform from a solution provider to a broader based business facilitator. Our partnership programs are used to increase the functionality of our applications, and enhance our service suite, to support a cu stomer end-to-end. We have partnered with leaders like Oracle Corporation, NCR, Software Ag, IBM, Microsoft Corporation, Rockwell Automation and niche players like Hershey’s, Incuity and Azul Systems. Corporate Values People First We believe the potential of our company has no limit and is driven by our associates and their imagination. We are committed to an environment that attracts, motivates and recognizes high performance. Customers: We provide maximum leverage to our customers through value-added products, services, and support. Our tenets: Proactively listen to and understand the needs of our external and internal customers provide time-to-market, cost-effective products and services to our customers, make our deliverables our primary differentiators. Quality We must take pride in everything we do. From our people, to our products and in our relationships with business partners and our community, quality is our signature. Ethical Sourcing We are committed to maintaining the highest level of integrity and honesty throughout all aspects of our business, and strive to ensure that our business associates, including agents, vendors and suppliers, share our commitment to socially responsible employment conditions. We seek to use only vendors who meet the highest standards for safe, healthful working conditions and follow employment practices that conform to local law, best industry practices and our company standards. Environmental Policy FCS is committed to reducing the environmental impact of its operations through appropriate ongoing material management. FCS ensures that this is adhered to in all its operations through the following: †¢ Reduction of waste at source : All ODCs and offices manage work towards reducing the quantity or toxicity of the waste produced by: †¢ Proactively listen to and understand the needs of our external and internal customers †¢ Provide time-to-market, cost-effective products and services to our customers †¢ Make our deliverables our primary differentiators †¢ Recycling: It is the responsibility of every employees to separate, identified recyclable materials and place them in appropriate recycling containers. †¢ Purchasing of products with recycled content: All offices and ODCs purchase and use products manufactured from recycled materials whenever feasible. Active participation of all the employees helps to trim unnecessary waste disposal costs, meet mandated waste reduction requirements, and help FCS meet its commitment to reduce the negative impact of operations on the environment. Corporate Philanthropy FCSs approach to corporate donations comes from our roots in local communities, our global citizenship, and the values of our individual employees. In the cities and towns where we have located our principal operations, we regularly work with local schools and civic organizations to etermine which educational and social programs would most benefit from our support. In addition, FCS contributes to the relief funds across the Globe in case of natural disasters. A primary component of FCSs corporate contributions program is the time and energy invested by our employees as they seek to better their own communities. By donating money that matches the volunteerism of employees, we not only promote a spirit of partnership but assure that cor porate donations are dispensed in a manner that is prioritized based on the employees own values. Management Team Vikas Handa, President Vikas has more than fifteen years of experience in consulting and providing direction in the areas of technical architecture; enterprise management of technology assets; applications development strategies and management; quality assurance; business process reengineering; electronic commerce/e-business and other emerging technology concepts. He is the major driving force in spearheading the new initiatives and areas of growth for FCS. Mike Tennant, CEO Mike has over twenty years experience in managing consulting and technical service practices in both the software industry and manufacturing companies. He has worked in the software industry since 1977 at Xerox and, later, General Electric. Mike worked at Scovill and Fairchild Burns IT departments supporting their manufacturing departmental needs. His experience includes participation and leadership internationally with software implementations across various domains, including British Shipbuilding, Cadbury Schweppes, DuPont, ITT, Bell Atlantic, International Bank of Japan, and Fairchild. Mike managed large services practices at SSA Southeast and at GEISCO. Dharmesh Sethi, COO CFO Dharmesh has more than 20 years experience in management, information services and software consulting. He has extensive expertise in process reengineering, business process improvement, and all phases of the software development life cycle. He has specialized in Manufacturing, Finance, Online Marketplace, Retail, Logistics and Distribution Application systems. Lastly, he has significant experience in managing large teams of development and support professionals Dharmesh has more than 20 years experience in management. Nagarjuna Vangala, EVP Nagarjuna Vangala has over two decades of software industry experience, including seven years in North America. He has lead large software projects with companies like, Xerox, GE, NBC, Allied Signals, Singapore Technologies and Bresga (Switzerland). His expertise is in conceptualizing and managing independent business units, project management, estimation, quality assurance and mentoring. His application experience spans across Internet/ Intranet, large distributed computing applications, e-learning, client/server, desktop publishing software, satellite medical imaging, real time systems and parallel algorithms. He has management diploma for IIMC along with MS (CS) from Canada and a Masters(CS) from Osmania. Chris Birtwhistle, VP Integration Services Chris Birtwhistle, VP Integration Services: Chris leads the Integration Services practice for FCS bringing a strong background in operational strategy, technology implementation and global consulting delivery to this position. Chris began his career with Bell Canada where he held a number of management positions, ultimately leading corporate planning, strategy and execution for the Consumer Market organization. He then joined Price water house Coopers, where he delivered process and operational strategy projects for telecom clients in the US and Canada including AT, Bell South, Bell Canada, ICG, and Qwest. Following PwC, Chris joined web Methods as Senior Director, Global Operations. In this role, Chris was accountable for the day to day operations of the consulting, training and technical support organizations responsible for supporting web Methods 1,400 customers worldwide. Chris was critical in leading the turnaround of the organization, growing services revenues and group profitability while also improving ustomer satisfaction. He was also responsible for the global launch and delivery of a group of high value solutions offerings, helping customers to maximize the return of their software and services investment through enhanced staff productivity, code re-use and focused off-shoring of services. Chris holds an undergraduate degree in Statistics from Queens University (Canada), as well as an MBA from the University of Toronto (Canada). Vikram Takru, VP Vikram has more than 18 years of experience in the Information Technology industry, in both operational and executive roles. His role includes strategic planning, product development, building executive client relationships, driving business through strategic partnerships for the organization. Vikram has last served as the Senior Director with Oracle USA Inc. (NASDAQ: ORCL) and was responsible for the Product Development for Oracle Fusion Business Intelligence suite of products. Vikram has held various leadership roles at Wipro Systems (NYSE: WIT) and IT Solutions Inc. He has strong experience and deep relationships in IT services and Product Engineering sector. Vikram’s areas of expertise include bus