Wild Nights! Wild Nights! an Example of the Topic Literature Essays by

Wild Nights! Wild Nights! Emily Dickinsons name still resonates among literary critics and psychological readers of today as a poet and lyricist of experiences of human life. The depth, intensity and emotional appeal in her poems give us second life yet again with our own experiences. Readers interested in psychology call her Helpless agoraphobic trapped in her fathers house.(Fuss, 2004, 55) She extricated from her poems what was inessential part of life and left behind trials of what is known as quality life with her experiences virtually true and pure in itself. Henry W. Wells explains another result of her concern with essence, Life is simplified, explained, and reduced to its essence by interpreting the vast whole in relation to the minute particle. (Academic Brooklyn Edu., 2005, Online Edition) Need essay sample on "Wild Nights! Wild Nights!" topic? We will write a custom essay sample specifically for you Proceed Wild Nights! Wild Nights! by Emily Dickinson is a poem of unrestricted sexual passion and the outburst of emotions that come with love. Though small yet the intensity and appeal this poem generated forced Colonel Higginson to comment. One poem only I dread a little to print--that wonderful 'Wild Nights,'--lest the malignant read into it more than that virgin recluse ever dreamed of putting there. Has Miss Lavinia [Emily Dickinson's sister] any shrinking about it? You will understand (Academic Brooklyn Edu., 2003, Online Edition) What he said was the world and life full of sexual narrowness, and the myth of virgin recluse generated around Emily Dickinson. Students Usually Tell EssayLab professionals: Who wants to write paper for me? Professional writers advise: Place your order The poem reflects wish or willingness but the meaning on the onset is dubious, as she said, Were I with thee (that is, if I were with you) and might I but. (Dickinson, 1924, Lines 2 s beauty and depth of words. Compass and charts make travelers think and judge the way to their destination. It implies their reasoning. With the power of reason, they know their right way and control any danger and hindrance stopping their path, but to fruitfully culminate the desire for sexual passion, there is no need for any compass or chart and no need for any sound reasoning. You can find your own way by following the path of your inherent desire. Sea is sign of passion, and by merely following your passion, you can reach your destination for full enjoyment for love and sex. She is remembering nights she termed as Wild but that could be turned into fun filled night gaining all the experiences and richness of what is offered by the wild nights. She intended to say that nothing could stop her, neither the wildness of the nights nor the mans wife she intends to meet. Wildness of nights is the restriction of society imposed on the lovers, but she is saying hopefully nothing could have stopped her from meeting her lover. While spending a recluse life, still a virgin disagreed with the society on the restrictions being imposed on them in the name of religion. She sails her love and passion into the calm seas of Eden and dreams of fighting against the vagaries of societal restrictions. Storms are like various restrictions posing numerous hindrances in her path for the fulfillment of all her desires and what is luxury for males in the patriarchy society is a firmament of love and passion for females, but this flowering of passionate love she cannot advocate. Males with his lust and gratification of appetite bring the fairer sex to their subjugation and women are carried away to their designs. For the people of 1857, luxury meant privilege to enjoy the sex, and this privilege was only for men and women were left undone and unsatisfied. The sequence of seductiveness and withdrawal seems to be particularly enraging to male analysts. Desire is first aroused according to the normal procedures of female seduction by a woman posing herself as an object; but then desire is left unsatisfied by the hysterics insistence on her status as a subject,in these circumstances, analysts say they feel undone, impotent or castrated, and their response is to master their anger and humiliation by turning the hysteric to object status as an item in sexual theory. (Orzeck s whimsical desires. From the sentence Wild Nights should be / Our luxury (Dickinson, 1924, Lines 3 & 4) is a true demand of Emily who also wants if Wild Night is a luxury for men then why not for women. Emily Dickinsons poems expressed the most aspiring experience of the puritan soul with a terribly beautiful intensity. In the puritan religion, women had to keep themselves subordinated to men but when she said he would sail into the seas of Eden, she is futuristic but here too there is an obscurity and duplicity in the meaning Emily wanted to claim. Eden is a garden where Eve was tempted so in the garden of temptation she sails her way into the calmness. Emilys poetry reflects the farthest range of American mind in the trackless region of spirit and within each line, there is not one but different layers of meaning. On one hand she is a symbol of cultural isolation whereas on the other hand she is also a legitimate child of her time. Broom and bonnet, run, stile and overcoat are an inseparable part of her emphatic solitude. In irregularities of speech rhythms, she mirrored the incongruities and frustrations of human experience. The awkwardness in her poetry became a metaphor of life in itself. Rowing in Eden, Ah, the Sea! (Dickinson, 1924, Lines 9 & 10) This stanza can be interpreted in many ways. Eden is temptation and Emily sailing from the Garden of Eden entered into sea. From within these lines, we can also feel she is trying to row in the Garden of Eden seeking God and then sails towards her ultimate destination. Here her destination is her God. In other words, though there are a number of temptations trying to obstruct her path but she is adamant and seeks true love overpowering all the temptations and hindrances and becomes a moor in the wilderness of the night. Wild Nights Wild Nights is so short a poem but has enamored number of critics and writers till today. No one can thoroughly interpret her thoughts in the way she presented them. Several interpreters from Thomas Wentworth Higginson have failed to understand her despair, which is the most crucial part of her poem instead their emphasis was on the eroticism but if we look at the diction, imagery and organization of the poem it is not. At the onset it is very easy to read the poem but we are caught in the web of complexities when we begin to analyze each line. This poem of hers is an enigma of intricacies. Even Paul Farris could not resist in saying that Perhaps no single poem of hers has misled a greater number of knowledgeable critics than her short despairing ejaculation, Wild Night! (Faris, 1967, 269) It appears if we try to open the one door of her only stanza, it leads to other doors. But the central idea of her poem is without doubt despair as it is clear from its heading too Wild Nights! Wild Nights! Wild nights are the symbol of desolation and despair but Emily here has emphasized about the wild nights as a time of luxury but woman find herself in despair even in this time of luxury, even if she wants she is devoid of this luxury. This wilderness is her outburst to catch this luxury filling emotional vacuity. REFERENCE LIST Academic Brooklyn Edu. 2003. Emily Dickson-Love. Retrieved on June 8, 2008 Academic Brooklyn Edu. 2005. Emily Dickson. Retrieved on June 8, 2008 Faris, P. 1967. Eroticism in Emily Dickinsons Wild Nights! The New England Quarterly, Vol. 40(2): 269-274. Fuss, D. 2004. The Sense of an Interior: Four Writers and the Rooms that Shaped Them. Routledge Publications. Orzeck, m. & Weisbuch R. 1996. Dickinson and Audience. Michigan: University of Michigan

Why You Should Not Mix Alcohol and Bleach

Why You Should Not Mix Alcohol and Bleach Mixing alcohol and bleach is never a good idea, as the combination results in chloroform, a powerful sedative that can cause you to pass out. You should always be careful when handling these chemicals. Chemical Reaction Ordinary household bleach contains sodium hypochlorite, which reacts with ethanol or isopropyl alcohol to produce chloroform (CHCl3), hydrochloric acid  (HCl),  and other compounds, such as chloroacetone or dichloroacetone. Unintentional mixing of these chemicals could occur from trying to clean up a spill using bleach or from mixing cleaners together. Bleach is highly reactive and forms dangerous compounds when mixed with any number of chemicals, so its best to avoid combining it with other products. Dangers of Chloroform Chloroform is a dangerous chemical that irritates the eyes, respiratory system, and skin. It can damage the nervous system, eyes, lungs, skin, liver, kidneys, and other organs and may even cause cancer. The chemical is readily absorbed into the body through the skin and through inhalation and ingestion. If you suspect that you have been exposed to chloroform, remove yourself from the contaminated area and seek medical attention. Chloroform is a potent anesthetic that can knock you out. It is also the cause of sudden sniffers death, a fatal cardiac arrhythmia some people experience upon exposure. Over time, chloroform in the presence of oxygen (as in air) naturally degrades to produce phosgene, dichloromethane, carbon monoxide, formyl chloride, carbon dioxide, and hydrogen chloride. Even once the chloroform has broken down, you should avoid these chemicals. Phosgene, for example, is a notorious chemical agent. It was responsible for around 85 percent of the deaths from chemical weapons during World War I. Disposing of a Bleach and Alcohol Mixture If you accidentally mix these chemicals and need to dispose of the waste, dont try to neutralize it. First, use caution and do not enter the contaminated area if you smell chloroform, which has a heavy, sweet-smelling odor. Once the smell begins to dissipate, dilute the mixture with large volumes of water and wash it down the drain as quickly as possible. Acetone and Bleach Although this is a less common mixture, do not mix acetone and bleach, either, as this reaction also produces chloroform: 3NaClO C3H6O → CHCl3   2NaOH NaOCOCH3 Ultimately, mixing bleach with any chemical except water is an extremely bad idea. Bleach reacts with vinegar, ammonia, and most household cleaners to produce toxic fumes.

The Odyssey Essay Example | Topics and Well Written Essays - 1000 words

The Odyssey - Essay Example Telemachus is the son of Odysseus, and he wants to stop the suitors from taking advantage of his father’s estate. He searches for his father’s news so that they can proclaim their estate. Odysseus Odysseus is portrayed as a leader with Homeric character. He is powerful, confident, and courageous, and wants to achieve glory. Conversely, he has a character trait that makes him dissimilar from the others since he is particularly intelligent, and this is evident by his deliberations before any action. His intelligence and quick thinking helped him in the difficult situations that he encountered. His intelligence saves him when he escapes from Cyclops cave, and when he hides the disgust from the suitors; â€Å"please, play the wedding song for the guests† (Steinruck, 2008). Odysseus is remarkably eloquent in his speeches because he manipulates and convinces the audience. His soft tongue makes many people in the audience favor his assertions. This is evident when he wi ns the trust of Nausicca by using a comforting approach. Just like other Homeric heroes, Odysseus is striving to achieve glory from the society through noble deeds, and he also wants to go home. He is an adventures person, and this is portrayed by his luxurious life with calypso in an exotic land even though it lasts for a moment. He practices infidelity with Calypso for a short time and realizes he wants to go back home because calypso does not compare to his wife. He is concerned about his home, because he constantly thinks about home while spending time with Phaeacians. Odysseus is torn between the quest of getting home and achieving glory. Most of his time for getting home is wasted by his search for glory. He is troubled when he loses men and time while sacking land. Odysseus is a patient man â€Å"I will wait for as long as it takes in these caves† while enjoying milk and cheese (Steinruck, 2008). His patience makes him trapped in the cave when the Cyclops returns. Home ric characters are presented to be static since they are complex and realistic. These characters do not divert from their mission as portrayed by characters in modern novels and stories. However, this rule is broken by Odysseus and Telemachus. Odysseus is consumed by his quest of achieving glory, and this makes him reveal his identity to the Cyclops, thus bringing Poseidon’s anger on him. He is willing to temper his pride with patience at the concluding part of the epic. Even when he is disguised as a pauper Odysseus does not react to the abuse, â€Å"I will wait until the traps I have set and loyal people will place me at a suitable position for striking back† (Steinruck, 2008). Telemachus Telemachus was a child when his father left for Troy. At the beginning of the novel, Telemachus is still growing up. He is encountered by many challenges because he does not know how to protect the land from the suitors. Athena tells Telemachus to fight for his father’s estat e as she tells him â€Å"you are no longer a child† (Steinruck, 2008). He is facing this challenge because he recently became aware of the real intentions of the suitors. Telemachus is told by Athena that his father is still alive, and he needs to go to Pylos and Sparta to enquire about any news of his father. While he prepares to make his journey to Pylos and Sparta, Athena visits him, and she is masked as a mentor. She tells Telemachus â€Å"

Name three industries that are currently red oceans Where do blue Essay

Name three industries that are currently red oceans Where do blue ocean opportunities exist - Essay Example Some of them have gained competitive advantage through cutting production costs, while others gain competitive advantage through offering better features. Companies operating in textile industry as well as sports good manufacturing industry are competing while following the red ocean strategy. Blue ocean opportunities exist in tourism industry. In tourism industry there is an opportunity of travelling to the moon and exploring the world over there. A successful even of a tour to the moon can help in creating demand amongst people who want to travel to the moon (Wadhwa, 2015). Furthermore, blue ocean opportunities even exist in automobile manufacturing industry. Companies in this industry can develop a car that can fly from one end to another end. Right now, no company has been able to develop such a car. Developing such a car can helping creating new demand for a car that can fly and help people move between geographical locations in a speedy fashion. China Android Phone Manufacturers Enter Smartphone Market With Own Brands. (2015, February 27). Retrieved March 7, 2015, from

Multiple-Part Short Answer Essay Example | Topics and Well Written Essays - 750 words

Multiple-Part Short Answer - Essay Example The L. Monocytogenes has a lower pathogenic potential than other food borne pathogens. Therefore, the number of pathogens ingested through foods is still low. It is however inconsistent with the relatively high 50% lethal dose (LD50) (Lee 98). Therefore, the minimum dose required for causing clinical infection in the humans is yet to be determined but the large numbers of the L. Monocytogenes bacteria detected in the foods responsible for sporadic and epidemic listeriosis cases suggests it is still high The vibrio cholera, the cholera agent, is a normal inhabitant of the aquatic environment. It survives under a wide range of salinity and pH. The effect of selected environmental parameters can be identified through chemically defined solutions. From such conditions, the growth and activity of the vibrio cholera are seen as being affected and influenced by the low pH. The low pH was responsible for the reduced effectiveness and growth of the vibrio cholera bacteria. This condition of the pH altered the internal process of the bacteria causing it to slow down and reproduce slowly. Low pH contained less Na+ that was relevant for the growth of the bacteria. Hence, the vibrio cholera bacteria were bound to be minimal in number. From a past study by (Vimont, 1-4), vibrio cholera can be cultured for a period of 4days using and estuarine salinity of 25%. Salinity of the bacteria’s niche influenced the activity as measured through the uptake of 14C –amino acids. From the study of selected ions, it was evident that the activity and growth of the cholera were affected by pH. The LD50 is the dose at which a drug becomes lethal for 50% of the target population. It is expressed as the mass of the bacteria administered per mass of the target. Different bacteria types impact on the host differently. The lethal dose for particular bacteria can change over time due to various factors. This can be affected by the toxicity and the amount of the bacteria cells. As the

Human Resource Outsourcing in the UK

Human Resource Outsourcing in the UK HUMAN RESOURCE OUTSOURCING: A GENERAL STUDY OF UNITED KINGDOM RETAILERS’ USE OF OUTSOURCED PERSONNEL, REASONS AND BENEFITS. ABSTRACT: Human Resource outsourcing is considered an important factor in today’s business world. It is constantly growing, especially in the global world where companies outsource not just within their country but across borders. This research concentrates on Human Resource outsourcing in the retail sector, including both small and medium size firms in the United Kingdom. The ultimate aim of this research is outlined below: To find out why companies outsource their Human Resource – their first and foremost reasons. To find out what benefits there are in this process. To find out if there are any control mechanisms linked to the process. To find answers to these questions, five retail managers were interviewed: three respondents interviewed were conducted face to face and two were phoned interviewed. Again, fifty questionnaires were sent out to recruitment agencies who are the suppliers of the Human Resource, to confirm if they share the same opinion with retail managers who are their clients. Out of the fifty questionnaires, 30 were retrieved and analysed. The results revealed that companies do not outsource all of their Human Resource functions. Recruitment is the key function outsourced for the simple reason of convenience and time saving. However, benefits are enormous including cost effectiveness, achieving higher core competency levels, greater flexibility and accessibility to expertise, reducing workload of staff etc. Results also depict two categories of outsourced staff, which are temporary staff and permanent staff with temporary staff being the majority. CHAPTER ONE INTRODUCTION 1.1There have been many issues surrounding outsourcing of Human Resource. It implications are wide and varied. Though there are many benefits, it is faced with challenges as well. Companies who have managed their challenges well have been successful others on the other hand have redrawn from the process. The topic was chosen because is an issue being discussed currently all over the globe and the retail sector is proving to be a sector that employs a greater percentage of the workforce. Chapter one gives a definition of outsourcing and discusses what outsourcing is all about. It gives relevant examples of those companies practicing Human Resource outsourcing and the results of their practice. Chapter two is the literature review. The literature review establishes concise framework and reveals various reasons why companies tend to outsource and its subsequent benefits. It also raises the issues of concern and the control outsourcers have over their suppliers. It discusses people’s opinion about the Human Resource outsourcing giving the pros and cons of the issue. Part two of chapter two gives the factors that drives the process Chapter three is basically about the retail sector and how it operates in the United Kingdom analysing the importance of the Human Resource in retailing. How data was collected is discussed in chapter four and further analysed. Finally findings are reported and conclusion with limitations given in the last chapter. 1.2Background of study Outsourcing has been defined by Gupta and Gupta (1992) as ‘the concept of hiring outside professional services to meet the in-house needs of an organisation or agency’ another explanation is a managerial approach delegating non-core functions of the organisation to other specialist and efficient services providers. In recent times, many companies are considering outsourcing their Human Resource because it is becoming a viable option. In the United Kingdom (UNITED KINGDOM), the situation has been drastic, especially in the retail sector. Human Resource indeed is one of the major factors of production and cannot be ignored in anyway for a business success. Human Resource is constantly growing and keeping abreast with the dynamic business world, which relies heavily on the technology advancement and specialist skills. The term ‘Human Resource’ was once seen in companies operations as a department that issued policies, heard grievances and problems of it staff. As time went on, it then included various aspects of training that benefits administration and staffing. The focus however is gradually changing again, now as a strategic consultant to the main business, trying to match personnel and their skills with the corporate goals of the company with the view of achieving competitive advantage. Human Resource outsourcing is becoming popular due to the perceived numerous benefits with emphasis on cost effectiveness and adding value to the organisation. In the United Kingdom, the growth of Human Resource outsourcing stemmed from increased demand in the public sector but now the private sector is also expressing more interest. (Winkleman et al, 1995) explained: outsourcing is actually not a new concept because organisations have always hired outside providers services in assisting their operations, especially Information and Communication Technology (ICT). What makes it different today is the range of services organisations are asking for from suppliers and the extent to which it has become politically correct and responses to changing market and corporate conditions. The rationale for outsourcing is simple and compelling in that contracting part of the operation is seen to be cheaper than the company doing all by itself. (Hendry,1995) in his discussion states that outsourcing not only enable organisation to make gains but also allow them to focus more especially on those activities it can perform better in-house. Even though the cost factor is obvious, (Rubin, 1990) emphasized the point that it is more important to understand the managerial basis of decision-making. Aside its cost effectiveness, it also has a strategic dimension whilst organisations attempt to find the ‘right size to fit a new environment’. The reason why organisations decide to outsource is the seasonal demand swings where there may be need for more hands on board to meet customer demand. Analysing the diagram below†¦Ã¢â‚¬ ¦, outsourcing could be considered as a continuum in that at one point staff may be needed temporary and at some points may be taken on to perform complete responsibility. Timing is also a key factor in the process. Thus from the diagram, the short-term market exchanges at one point and the long-term relational exchanges at the other. Operational task to relieve capacity overload Consultancy, capacity augmentation skill providers (Stopper, 2005) reported British Petroleum (BP) in 1999 spent $600 million towards its global human resource administration and management, for a contract of seven years. In the year 2000 however, BP’s revenue increased to $22 billion, about 8% of the total amount spent on the Human Resource that year. BP reduced its ongoing operating costs by at least $15million a year and avoided more than $30million in capital expenditures as a result of outsourcing it Human Resource services. (Dell, 2004) in his research, reported a Conference Board survey of 122 large companies in 2003. The report revealed that 79% of top managers voted cost reduction as the motive for outsourcing Human Resource services. Other research proved among the reasons for outsourcing, the most prevalent, thus 42% voted providing better services to employees and 25% to improve efficiency, effectiveness or productivity. The motive of BP Human Resource outsourcing was to reduce cost but improve efficiency. EXULT, the supplier took total charge of BP’s total Human Resource process, leaving BP dealing with stuff that require more attention, such as their policy .Advocators of Human Resource outsourcing share their views on the grounds that Human Resource has an increasingly complex legal environment, and for succes s in mergers and or acquisitions, it requires special skills, knowledge and Human Resource attention. The question is ‘‘will the process work for everyone’’? Is it necessary for every company or an organisation considering outsourcing its Human Resource? There are therefore arguments in support of and against Human Resource outsourcing in this debate. This study seeks to answer the following questions finding out basically why companies will outsource their Human Resource and to what benefits there are for such companies. It also analyses the level of control the company has on the process. Contrarily to this opinion, (Morton, 2003) argued that Human Resource outsourcing is a faddish trend. His question is, ‘‘would the supplier know one’s business as well as the owner and can he really visualise the exact issue on the ground’’? Again, is it advisable for an outsider to take decisions on your behalf’’? His words are: ‘‘your people are your biggest resource. It is important to keep hold of power over them’’. Klaas, with his theoretical study on the impact of Human Resource outsourcing also believes that companies should not take things for granted but rather be well aware of the potential dangers of the process of Human Resource outsourcing before engaging in it. His concern, however, is on the variables of Professional Employer Organisations (PEOs). The PEO variables involve staff time cost, administration fees, HR outcomes and compensation cost. These however, vary from one company to the other. He therefore advised that companies should carefully research into these variables and consider whether to outsource or not. The word ‘trust’ is also very important in determining the relationship in any successful outsource. 1.3RESEARCH QUESTIONS: What drives the Human Resource outsourcing process? To what extent does Human Resource outsourcing help or hinder a firm’s success? 1.4AIM OF THE STUDY: The ultimate aim of this study is to establish the principal factor associated with the decision to outsource, and the benefits organisations derive from doing so. 1.5OBJECTIVES OF THE STUDY: Explore the reasons for Human Resource outsourcing Examine and analyse the various benefits derived from outsourcing the Human Resource sector of a company Examine how successful Human Resource outsourcing has been Provide the essential keys to successful Human Resource outsourcing what aspect of the Human Resource function do companies outsource what category of staff do companies outsource 1.6 RATIONALE FOR THE STUDY: 1.6.1 History of Human Resource outsourcing in the United Kingdom. A research by Arthur Anderson concluded that 75% of the top 200 United Kingdom firms believed that personnel administration is a core function and should not be outsourced, 49% also assessed training as a core function whilst 39% agreed to payroll being a fundamental activity to the business. The study however identified a change in perception over the last four years. Functions previously seen as core and for that matter should not be outsourced are now considered eligible for outsourcing. One of the opinions that the human resource outsourcing has been mainly reactive rather than proactive since it deals with the consequences rather than being involved from the onset. Further argument on core competencies emphasises on the fact that the Human Resource function, importantly has more work to do with fewer resources. The recent development in technology creates more function for the human personnel department. This means that personnel need to work and learn the varying skills and knowledge needed to control such machines. In effect Human Resource professionals have moved away from the conventional way of Human Resource Management whilst they master new and different skills and competencies. They must therefore exhibit a better and broader understanding of organisational strategies and manage change. Having leadership skills, creatively and being innovative are very important skills in Human Resource outsourcing. Consultant seeking for business and top management who assure that as far as outsourcing has worked for Information Technology; it must also work for Human Resource. The human resource department in attempt to restructure the entire industries end up as formulators and implementers of downsizing and as targets of downsizing themselves. As a result, Human Resource managers in the United Kingdom trying to redefine their role from being a personnel and employee relations functions to become a â€Å"strategic partner† within the company. This will not stop them from delivering their usual good services to employees and shareholders. The human resource function is therefore under pressure to compete by being better, faster and more cost-effective. There is also pressure from employees as they seek accurate information and efficiency; again they take increasing responsibility for the choice and cost of various benefits as well as increasing their level of expectation. 1.6.2 The extent of Human Resource outsourcing in the United Kingdom A survey by magazine ‘Human Resource’ in May 2000 revealed the following results. There were 50 executive interviewees from the Financial Times Stock Exchange top 250. The findings were that despite a long history and noise on Human Resource Outsourcing, more than a third of companies in the United Kingdom does not outsource any of their human resource work. They solely perform all their human resource functions in-house. 58% of respondent retain their benefits work in-house whiles 46% their payroll and then 59% their pensions. It was noted that car fleet management seems to be the only service where large-scale outsourcing takes place. It employs about 46%, taking advantage of services provided by companies such as LEX. The study suggests that companies engaged in outsourcing do not even outsource the whole process out rather a portion of their main Human Resource functions. About 55% of respondents outsourced part of their recruitment function as compared to only 9% outsourcing it all. In the same way, 61% outsourced some of their training function but no one outsourced the entire function. The survey also suggested that the level of personnel especially the senior level was a major factor why companies outsource, for instance a third of companies outsource for their senior staff in terms of recruitment as well as training. The survey revealed that fleet management is most commonly outsourced in its entirety, next is pensions and then payroll, other functions partially outsourced are training, pensions, benefits, recruitment and payroll. Payroll and personnel –related outsourcing is well practised in the United States (US) and some analysts have predicted United Kingdom following suit but in a modified form sometime to come. The survey showed the figure below Outsourcing prevalence for different human resource functions in % Source: Human Resource HR survey May 2002 There are five competence factors influencing the outsourcing phenomenon downsizing rapid growth or decline restructuring increased competition globalisation Theorists Peter and Waterman (1982), promulgated the concentration on what companies â€Å"do best† and promoted the idea of sticking to the knitting. Hamal and Prahalad (1990) introduced the core competencies, which is the concentration on the company’s main strategies. In 1986 Miles and Snow initiate the concept of the network organisation, in this situation the core company focused on its major activities whilst contracting out and managing activities of third party. This theory was further developed by Reich in 1991 stating that western companies would have to concentrate their efforts on ‘knowledge based’ activities to form elements of an enterprise web. 1.6.3 Advantages of Human Resource outsourcing The main advantages of the Human Resource outsourcing are listed as: Enhances time management Provides better quality products / services Reduces fixed costs Better investments through technological advancement Support managers to focus in their communicating and integrating Human Resource policy Suppliers having dealt with different organisations always have new experience and approaches 1.6.4 Disadvantages of Human Resource outsourcing Main problems associated with Human Resource outsourcing are: Hidden cost is underestimated Inadequate knowledge and understanding by suppliers of core business Accountability of supports service provided Inability of suppliers to maintain quality of service Communication problems between the two parties 1.6.5 Limitation of Human Resource outsourcing Bill Carney in his article identified five key limitations Immediate cost savings Provider limitations Profit maximisation not guaranteed Limited customization Limited control Supplier management 1.6.6 Is Human Resource outsourcing right for everyone? Human Resource outsourcing is not the solution to all modern Human Resrource and administrative problems. Many companies do not consider the nature of their business to develop a comprehensive sourcing analysis framework. The underlying business needs of reducing cost often done through downsizing of staff may not be realised One significant disadvantage with the process is the potential misalignment of corporate and Human Resource strategies and priorities. Thus what seems beneficial to one Human Resource manager may not be same in the wider corporate context. 1.6.7 Effective organisational entry practices To have an effective entry practice, depends on good analysis throughout the sequential process. should an error happen, the whole sequence may be affected and prove more costly to employers, not only in terms of financial loss but will also disrupt the progress of work. This process might also de-motivate established staff and loose out to the competition. The diagram below shows the stages in the organisational entry process. Basic stages of the organisational entry process ANALYSIS RECRUITMENT Assess the best way to attract the candidates matching the selection criteria Determine how the company wants to present itself to recruits Link recruitments strategy to the information the company needs to gain in the selection process Assess the performance of previous recruitment drivers Evaluation of knowledge, skills and abilities required in the short term Long-term planning on how job profile may change Evaluation of organisational culture/strategy and how it may change ANALYSIS Review / feedback from each stage of the process to raise the efficiency SELECTION Determine which tools to use to assess if a candidate matches the required criteria/competencies Determine the level of flexibility the company can afford in the terms offered to attract the best recruits Link selection strategy to information about corporate culture Determine what the new employee needs to know to work effectively and fit in as soon as possible INDUSTRIAL Source: Market tracking international ltd ( MTI) A survey conducted by the DDI (1991) involving 1000 HR directors from leading United Kingdom companies depicts that ‘hiring the right people’ was rated as the most important issue people may face. The next one is â€Å"motivating and retaining employees† with regard to staff turnover costs, the result of the survey showed that 10% of firms incur costs in excess of  £5million per annum; and more worryingly, 69% of firms do not bother to calculate the cost of staff turnover. Further research showed that the 1980s and the early 1990s recession contributed to cost-cutting, downsizing and restructuring in a number of industry sectors. This led to the change in the employment market and altering the recruitment and selections strategies of organisations. It again suggests that new job opportunities are more likely in the service sector, commonly among highly skilled. Also there has been an increase in the part-time, temporary and contract-work as companies strive to achieve flexibility in order to cope with changing market demands. The graph below shows how United Kingdom employment sectors are affected by staff shortages 1.6.8 Types of Human Resource outsourcing Researchers have grouped outsourcing into the following groups: Total outsourcing: outsourcing is considered as total outsourcing when a company decides to outsource about 70%-80% of a particular function to a single supplier with the aim of concentrating on the company’s core competencies. This â€Å"hundred percent† of a personnel service has generated into argument. First of all, it is argued that a major portion of personnel work is so central to the strategic objectives and the culture of the organisation. For this matter the company itself can only effectively carry out the personnel work. The second argument is certain situations are hard to predict but may require immediate responses example is industrial dispute. For this reason it becomes difficult to contract out such tasks to a supplier who can not guarantee the proper action needed. Further arguments suggest that they have not yet discovered a significant Human Resource supplier for 100% total outsourcing. There exist only few suppliers who are able to take on a complete personnel service. Multiple / selective outsourcing: companies negotiate with numerous suppliers so as to keep them in a state of healthy competition under short-term contracts. It has an aim of retaining suppliers on larger-term contracts. Joint venture / strategic: it refers to partnering with other suppliers in executing a particular project so as to share risk and rewards. The outsourcing is the risk factor to the company (client) and the same time maintain strong ownership and control Temporary outsourcing partnership: is a short-term contract usually 1-2 years for the smaller companies who cannot justly handle external consultancy. Transformational outsourcing (Information Technology Information System applications): it is an application within the technology / information system field. Business process outsourcing (BPO): is considered as the sharpest end of the outsourcing spectrum, it involves outsourcing critical important business processes such as finance and accounting, internal audit and procurement etc. it is actually a rapidly growing area. Insourcing: this could mean reclaiming of application that had previously been outsourced; it is done in two ways, either hiring consultants to re-engineer the in-house department or through conventional in-house bidding. Partial outsourcing transfer: is the partial transfer of services and associated resources, it involves outsourcing fairly routine and well established practices such as pay roll and at the same time retaining newer systems in-house. The company remains the managers of the process and takes most decisions. Asset purchasing: is where the supplier decides to buy the entire set of physical assets from the clients company. It is also a form of cash flow to the company for selling its assets. There is also transfer of personnel from the company to the supplier; however the place of work does not change. (Lee, 2002) also categorised Human Resource outsourcing into three aspects: Professional Employers Organisation (PEO) – Application Service Provider (ASP) Business Process Outsourcing (BPO) PEOs have a duty of managing a company’s human resources, take charge of employee’s legal issues and undertake basic Human Resource functions as recruitment and selection including performance appraisal. In most cases PEO form partnership with other suppliers. The PEO concentrate on the Human Resource aspect of the business, the company on the other hand handles the other aspect. Sometimes due to the nature of Human Resource, the company may decide to enter into strategic alliance or joint venture in order to have some level of control over the Human Resource management. Within the context of Human Resource outsourcing, organisations specific needs and processes vary. Some organisations tend to outsource virtually all of it Human Resource Processes whilst others concentrate on specific areas of the process such as staff recruitment, staff training, payroll or resources. About 9% outsourced all of it recruitment function while about 55% of respondents outsource part of their recruitment function. Amstrong (2001) introduced a list of Human Resource areas that are often outsourced. These are: Training, Payroll Management, Health and Safety Monitoring and Advice, Recruitment and finally Employee Welfare and Counselling activities. More so Workplace Employee Relations Survey (WERS) in 2004 revealed that Training, Payroll and Resourcing of temporary positions are the most common component that companies seek to outsource. It is noted that very few organisations such as British Telecom, Boots the Chemist, Procter Gamble have outsourced their entire Human Resource functions and the most recently is Unilever. ASPs: Application Service Providers focuses on software applications. They deal with software processes and rent to users. They have standardised off-the shelf applications and the customised Human Resource software development. It is designed to manage payroll, benefits among others. BPO: this refers to Business Process Outsourcing, which focuses on outsourcing managerial and operational functions in Human Resource. BPO is also in charge of monitoring the latest information systems. In the United Kingdom, a change in political ideology after 18 years of conservative government rule is seen as a driver of the outsourcing, as a means of reducing cost and raising efficiency, the use of outsourcing was promoted. This really showed in the public sector through the introduction of market-based instruments and the formation of internal market as in the health service Different authors have classified outsourcing drivers. According to (Winkleman et al, 1993) there are two basic drivers for outsourcing success; these are cost reduction and strategic shift in how organisations operate. (Grupter et al, 1992) added two more drivers as market forces and technical considerations. (Hiemstra et al, 1993) also indicated four drivers, which are cost, capital, knowledge and capacity. (Beulen et al, 1994) suggested five main drivers for outsourcing: quality, cost, finance, core-business and cooperation. 1.6.9 Drivers for outsourcing: ( Beulen et al; 1994) outlines the following general drivers for outsourcing: Quality: actual capacity is temporarily inefficient to comply with demand. The quality motive can be subdivided into three aspects: increased quality demands, shortage of qualified personnel and outsourcing as a transition period. Cost: outsourcing is a possible solution to control increasing costs and its compatible with a cost leadership strategy by controlling and decreasing costs, a company can increase its competitive position. Finance: a company has a limited investment budget. The funds must be used for investments in core business activities, which are long-term decisions. Core-Business: core-business is a primary activity with which an organisation generates revenue. To concentrate on core-business activities is a strategic decision, all subsequent activities are mainly supportive and should be outsourced. Cooperation: cooperation between companies can lead to conflict. In order to avoid such conflict those activities that are produced by both organisations should be subject to total outsourcing. However these factors cannot be in isolation, they are not sufficient enough as attention needs to be given to the context in which such decisions are taken. Consideration should be given to the internal and external environment within which the organisation operates. The organisation’s objectives and most importantly its culture may effect the implementation and sustainability of the policy, once made. Considering the factors that drives and influence outsourcing decisions, Chris Fill in his research established three key emerging issues: the contextual factors represented by an organisation’s particular internal and external conditions the strategic and structural aspects associated with an organisation’s decision to reconfigure the costs associated with the process or activity under review It is very necessary for managers to consider these three aspects when deciding to outsource. A framework illustrates the process A composite outsourcing decision framework Outsourcing Management Consideration And judgement Contextual factors Strategy Structure Transaction Costs Source: Management Decision vol. 38 No.1, (2000) CHAPTER TWO 2.1 LITERATURE REVIEW: The most important and cherished asset of any company is its Human Resource – the staff. Even with all the most current technology, personnel are first because without manpower, nothing gets done. The success of every organisation depends on the quality of staff employed. On the other hand it could be disastrous if the right decision is not taken in choosing the right people with the right skills in the right position. The kind of skills employed makes a vast difference between a business success and it failure. In the business environment, some companies may employ solely skilled personnel, others require both skilled and semi skilled personnel and others unskilled labour force. In the retail sector for example, the nature of the work demands both skilled and semi skilled staff with the semi – skilled dominating. The skilled staff basically are managers such as the marketing and advertising managers, accounting managers, purchasing and supplier managers and general ov erseers. The challenge is how to get those people into the right places in order not to under utilise or over utilise their services. For instance, it might not be necessary to employ a professional who is to be paid as a sales assistant to be serving customers, but rather have a responsibility of planning and strategising how to win customers and be ahead of it competitors. In order to make the best decision, t Human Resource Outsourcing in the UK Human Resource Outsourcing in the UK HUMAN RESOURCE OUTSOURCING: A GENERAL STUDY OF UNITED KINGDOM RETAILERS’ USE OF OUTSOURCED PERSONNEL, REASONS AND BENEFITS. ABSTRACT: Human Resource outsourcing is considered an important factor in today’s business world. It is constantly growing, especially in the global world where companies outsource not just within their country but across borders. This research concentrates on Human Resource outsourcing in the retail sector, including both small and medium size firms in the United Kingdom. The ultimate aim of this research is outlined below: To find out why companies outsource their Human Resource – their first and foremost reasons. To find out what benefits there are in this process. To find out if there are any control mechanisms linked to the process. To find answers to these questions, five retail managers were interviewed: three respondents interviewed were conducted face to face and two were phoned interviewed. Again, fifty questionnaires were sent out to recruitment agencies who are the suppliers of the Human Resource, to confirm if they share the same opinion with retail managers who are their clients. Out of the fifty questionnaires, 30 were retrieved and analysed. The results revealed that companies do not outsource all of their Human Resource functions. Recruitment is the key function outsourced for the simple reason of convenience and time saving. However, benefits are enormous including cost effectiveness, achieving higher core competency levels, greater flexibility and accessibility to expertise, reducing workload of staff etc. Results also depict two categories of outsourced staff, which are temporary staff and permanent staff with temporary staff being the majority. CHAPTER ONE INTRODUCTION 1.1There have been many issues surrounding outsourcing of Human Resource. It implications are wide and varied. Though there are many benefits, it is faced with challenges as well. Companies who have managed their challenges well have been successful others on the other hand have redrawn from the process. The topic was chosen because is an issue being discussed currently all over the globe and the retail sector is proving to be a sector that employs a greater percentage of the workforce. Chapter one gives a definition of outsourcing and discusses what outsourcing is all about. It gives relevant examples of those companies practicing Human Resource outsourcing and the results of their practice. Chapter two is the literature review. The literature review establishes concise framework and reveals various reasons why companies tend to outsource and its subsequent benefits. It also raises the issues of concern and the control outsourcers have over their suppliers. It discusses people’s opinion about the Human Resource outsourcing giving the pros and cons of the issue. Part two of chapter two gives the factors that drives the process Chapter three is basically about the retail sector and how it operates in the United Kingdom analysing the importance of the Human Resource in retailing. How data was collected is discussed in chapter four and further analysed. Finally findings are reported and conclusion with limitations given in the last chapter. 1.2Background of study Outsourcing has been defined by Gupta and Gupta (1992) as ‘the concept of hiring outside professional services to meet the in-house needs of an organisation or agency’ another explanation is a managerial approach delegating non-core functions of the organisation to other specialist and efficient services providers. In recent times, many companies are considering outsourcing their Human Resource because it is becoming a viable option. In the United Kingdom (UNITED KINGDOM), the situation has been drastic, especially in the retail sector. Human Resource indeed is one of the major factors of production and cannot be ignored in anyway for a business success. Human Resource is constantly growing and keeping abreast with the dynamic business world, which relies heavily on the technology advancement and specialist skills. The term ‘Human Resource’ was once seen in companies operations as a department that issued policies, heard grievances and problems of it staff. As time went on, it then included various aspects of training that benefits administration and staffing. The focus however is gradually changing again, now as a strategic consultant to the main business, trying to match personnel and their skills with the corporate goals of the company with the view of achieving competitive advantage. Human Resource outsourcing is becoming popular due to the perceived numerous benefits with emphasis on cost effectiveness and adding value to the organisation. In the United Kingdom, the growth of Human Resource outsourcing stemmed from increased demand in the public sector but now the private sector is also expressing more interest. (Winkleman et al, 1995) explained: outsourcing is actually not a new concept because organisations have always hired outside providers services in assisting their operations, especially Information and Communication Technology (ICT). What makes it different today is the range of services organisations are asking for from suppliers and the extent to which it has become politically correct and responses to changing market and corporate conditions. The rationale for outsourcing is simple and compelling in that contracting part of the operation is seen to be cheaper than the company doing all by itself. (Hendry,1995) in his discussion states that outsourcing not only enable organisation to make gains but also allow them to focus more especially on those activities it can perform better in-house. Even though the cost factor is obvious, (Rubin, 1990) emphasized the point that it is more important to understand the managerial basis of decision-making. Aside its cost effectiveness, it also has a strategic dimension whilst organisations attempt to find the ‘right size to fit a new environment’. The reason why organisations decide to outsource is the seasonal demand swings where there may be need for more hands on board to meet customer demand. Analysing the diagram below†¦Ã¢â‚¬ ¦, outsourcing could be considered as a continuum in that at one point staff may be needed temporary and at some points may be taken on to perform complete responsibility. Timing is also a key factor in the process. Thus from the diagram, the short-term market exchanges at one point and the long-term relational exchanges at the other. Operational task to relieve capacity overload Consultancy, capacity augmentation skill providers (Stopper, 2005) reported British Petroleum (BP) in 1999 spent $600 million towards its global human resource administration and management, for a contract of seven years. In the year 2000 however, BP’s revenue increased to $22 billion, about 8% of the total amount spent on the Human Resource that year. BP reduced its ongoing operating costs by at least $15million a year and avoided more than $30million in capital expenditures as a result of outsourcing it Human Resource services. (Dell, 2004) in his research, reported a Conference Board survey of 122 large companies in 2003. The report revealed that 79% of top managers voted cost reduction as the motive for outsourcing Human Resource services. Other research proved among the reasons for outsourcing, the most prevalent, thus 42% voted providing better services to employees and 25% to improve efficiency, effectiveness or productivity. The motive of BP Human Resource outsourcing was to reduce cost but improve efficiency. EXULT, the supplier took total charge of BP’s total Human Resource process, leaving BP dealing with stuff that require more attention, such as their policy .Advocators of Human Resource outsourcing share their views on the grounds that Human Resource has an increasingly complex legal environment, and for succes s in mergers and or acquisitions, it requires special skills, knowledge and Human Resource attention. The question is ‘‘will the process work for everyone’’? Is it necessary for every company or an organisation considering outsourcing its Human Resource? There are therefore arguments in support of and against Human Resource outsourcing in this debate. This study seeks to answer the following questions finding out basically why companies will outsource their Human Resource and to what benefits there are for such companies. It also analyses the level of control the company has on the process. Contrarily to this opinion, (Morton, 2003) argued that Human Resource outsourcing is a faddish trend. His question is, ‘‘would the supplier know one’s business as well as the owner and can he really visualise the exact issue on the ground’’? Again, is it advisable for an outsider to take decisions on your behalf’’? His words are: ‘‘your people are your biggest resource. It is important to keep hold of power over them’’. Klaas, with his theoretical study on the impact of Human Resource outsourcing also believes that companies should not take things for granted but rather be well aware of the potential dangers of the process of Human Resource outsourcing before engaging in it. His concern, however, is on the variables of Professional Employer Organisations (PEOs). The PEO variables involve staff time cost, administration fees, HR outcomes and compensation cost. These however, vary from one company to the other. He therefore advised that companies should carefully research into these variables and consider whether to outsource or not. The word ‘trust’ is also very important in determining the relationship in any successful outsource. 1.3RESEARCH QUESTIONS: What drives the Human Resource outsourcing process? To what extent does Human Resource outsourcing help or hinder a firm’s success? 1.4AIM OF THE STUDY: The ultimate aim of this study is to establish the principal factor associated with the decision to outsource, and the benefits organisations derive from doing so. 1.5OBJECTIVES OF THE STUDY: Explore the reasons for Human Resource outsourcing Examine and analyse the various benefits derived from outsourcing the Human Resource sector of a company Examine how successful Human Resource outsourcing has been Provide the essential keys to successful Human Resource outsourcing what aspect of the Human Resource function do companies outsource what category of staff do companies outsource 1.6 RATIONALE FOR THE STUDY: 1.6.1 History of Human Resource outsourcing in the United Kingdom. A research by Arthur Anderson concluded that 75% of the top 200 United Kingdom firms believed that personnel administration is a core function and should not be outsourced, 49% also assessed training as a core function whilst 39% agreed to payroll being a fundamental activity to the business. The study however identified a change in perception over the last four years. Functions previously seen as core and for that matter should not be outsourced are now considered eligible for outsourcing. One of the opinions that the human resource outsourcing has been mainly reactive rather than proactive since it deals with the consequences rather than being involved from the onset. Further argument on core competencies emphasises on the fact that the Human Resource function, importantly has more work to do with fewer resources. The recent development in technology creates more function for the human personnel department. This means that personnel need to work and learn the varying skills and knowledge needed to control such machines. In effect Human Resource professionals have moved away from the conventional way of Human Resource Management whilst they master new and different skills and competencies. They must therefore exhibit a better and broader understanding of organisational strategies and manage change. Having leadership skills, creatively and being innovative are very important skills in Human Resource outsourcing. Consultant seeking for business and top management who assure that as far as outsourcing has worked for Information Technology; it must also work for Human Resource. The human resource department in attempt to restructure the entire industries end up as formulators and implementers of downsizing and as targets of downsizing themselves. As a result, Human Resource managers in the United Kingdom trying to redefine their role from being a personnel and employee relations functions to become a â€Å"strategic partner† within the company. This will not stop them from delivering their usual good services to employees and shareholders. The human resource function is therefore under pressure to compete by being better, faster and more cost-effective. There is also pressure from employees as they seek accurate information and efficiency; again they take increasing responsibility for the choice and cost of various benefits as well as increasing their level of expectation. 1.6.2 The extent of Human Resource outsourcing in the United Kingdom A survey by magazine ‘Human Resource’ in May 2000 revealed the following results. There were 50 executive interviewees from the Financial Times Stock Exchange top 250. The findings were that despite a long history and noise on Human Resource Outsourcing, more than a third of companies in the United Kingdom does not outsource any of their human resource work. They solely perform all their human resource functions in-house. 58% of respondent retain their benefits work in-house whiles 46% their payroll and then 59% their pensions. It was noted that car fleet management seems to be the only service where large-scale outsourcing takes place. It employs about 46%, taking advantage of services provided by companies such as LEX. The study suggests that companies engaged in outsourcing do not even outsource the whole process out rather a portion of their main Human Resource functions. About 55% of respondents outsourced part of their recruitment function as compared to only 9% outsourcing it all. In the same way, 61% outsourced some of their training function but no one outsourced the entire function. The survey also suggested that the level of personnel especially the senior level was a major factor why companies outsource, for instance a third of companies outsource for their senior staff in terms of recruitment as well as training. The survey revealed that fleet management is most commonly outsourced in its entirety, next is pensions and then payroll, other functions partially outsourced are training, pensions, benefits, recruitment and payroll. Payroll and personnel –related outsourcing is well practised in the United States (US) and some analysts have predicted United Kingdom following suit but in a modified form sometime to come. The survey showed the figure below Outsourcing prevalence for different human resource functions in % Source: Human Resource HR survey May 2002 There are five competence factors influencing the outsourcing phenomenon downsizing rapid growth or decline restructuring increased competition globalisation Theorists Peter and Waterman (1982), promulgated the concentration on what companies â€Å"do best† and promoted the idea of sticking to the knitting. Hamal and Prahalad (1990) introduced the core competencies, which is the concentration on the company’s main strategies. In 1986 Miles and Snow initiate the concept of the network organisation, in this situation the core company focused on its major activities whilst contracting out and managing activities of third party. This theory was further developed by Reich in 1991 stating that western companies would have to concentrate their efforts on ‘knowledge based’ activities to form elements of an enterprise web. 1.6.3 Advantages of Human Resource outsourcing The main advantages of the Human Resource outsourcing are listed as: Enhances time management Provides better quality products / services Reduces fixed costs Better investments through technological advancement Support managers to focus in their communicating and integrating Human Resource policy Suppliers having dealt with different organisations always have new experience and approaches 1.6.4 Disadvantages of Human Resource outsourcing Main problems associated with Human Resource outsourcing are: Hidden cost is underestimated Inadequate knowledge and understanding by suppliers of core business Accountability of supports service provided Inability of suppliers to maintain quality of service Communication problems between the two parties 1.6.5 Limitation of Human Resource outsourcing Bill Carney in his article identified five key limitations Immediate cost savings Provider limitations Profit maximisation not guaranteed Limited customization Limited control Supplier management 1.6.6 Is Human Resource outsourcing right for everyone? Human Resource outsourcing is not the solution to all modern Human Resrource and administrative problems. Many companies do not consider the nature of their business to develop a comprehensive sourcing analysis framework. The underlying business needs of reducing cost often done through downsizing of staff may not be realised One significant disadvantage with the process is the potential misalignment of corporate and Human Resource strategies and priorities. Thus what seems beneficial to one Human Resource manager may not be same in the wider corporate context. 1.6.7 Effective organisational entry practices To have an effective entry practice, depends on good analysis throughout the sequential process. should an error happen, the whole sequence may be affected and prove more costly to employers, not only in terms of financial loss but will also disrupt the progress of work. This process might also de-motivate established staff and loose out to the competition. The diagram below shows the stages in the organisational entry process. Basic stages of the organisational entry process ANALYSIS RECRUITMENT Assess the best way to attract the candidates matching the selection criteria Determine how the company wants to present itself to recruits Link recruitments strategy to the information the company needs to gain in the selection process Assess the performance of previous recruitment drivers Evaluation of knowledge, skills and abilities required in the short term Long-term planning on how job profile may change Evaluation of organisational culture/strategy and how it may change ANALYSIS Review / feedback from each stage of the process to raise the efficiency SELECTION Determine which tools to use to assess if a candidate matches the required criteria/competencies Determine the level of flexibility the company can afford in the terms offered to attract the best recruits Link selection strategy to information about corporate culture Determine what the new employee needs to know to work effectively and fit in as soon as possible INDUSTRIAL Source: Market tracking international ltd ( MTI) A survey conducted by the DDI (1991) involving 1000 HR directors from leading United Kingdom companies depicts that ‘hiring the right people’ was rated as the most important issue people may face. The next one is â€Å"motivating and retaining employees† with regard to staff turnover costs, the result of the survey showed that 10% of firms incur costs in excess of  £5million per annum; and more worryingly, 69% of firms do not bother to calculate the cost of staff turnover. Further research showed that the 1980s and the early 1990s recession contributed to cost-cutting, downsizing and restructuring in a number of industry sectors. This led to the change in the employment market and altering the recruitment and selections strategies of organisations. It again suggests that new job opportunities are more likely in the service sector, commonly among highly skilled. Also there has been an increase in the part-time, temporary and contract-work as companies strive to achieve flexibility in order to cope with changing market demands. The graph below shows how United Kingdom employment sectors are affected by staff shortages 1.6.8 Types of Human Resource outsourcing Researchers have grouped outsourcing into the following groups: Total outsourcing: outsourcing is considered as total outsourcing when a company decides to outsource about 70%-80% of a particular function to a single supplier with the aim of concentrating on the company’s core competencies. This â€Å"hundred percent† of a personnel service has generated into argument. First of all, it is argued that a major portion of personnel work is so central to the strategic objectives and the culture of the organisation. For this matter the company itself can only effectively carry out the personnel work. The second argument is certain situations are hard to predict but may require immediate responses example is industrial dispute. For this reason it becomes difficult to contract out such tasks to a supplier who can not guarantee the proper action needed. Further arguments suggest that they have not yet discovered a significant Human Resource supplier for 100% total outsourcing. There exist only few suppliers who are able to take on a complete personnel service. Multiple / selective outsourcing: companies negotiate with numerous suppliers so as to keep them in a state of healthy competition under short-term contracts. It has an aim of retaining suppliers on larger-term contracts. Joint venture / strategic: it refers to partnering with other suppliers in executing a particular project so as to share risk and rewards. The outsourcing is the risk factor to the company (client) and the same time maintain strong ownership and control Temporary outsourcing partnership: is a short-term contract usually 1-2 years for the smaller companies who cannot justly handle external consultancy. Transformational outsourcing (Information Technology Information System applications): it is an application within the technology / information system field. Business process outsourcing (BPO): is considered as the sharpest end of the outsourcing spectrum, it involves outsourcing critical important business processes such as finance and accounting, internal audit and procurement etc. it is actually a rapidly growing area. Insourcing: this could mean reclaiming of application that had previously been outsourced; it is done in two ways, either hiring consultants to re-engineer the in-house department or through conventional in-house bidding. Partial outsourcing transfer: is the partial transfer of services and associated resources, it involves outsourcing fairly routine and well established practices such as pay roll and at the same time retaining newer systems in-house. The company remains the managers of the process and takes most decisions. Asset purchasing: is where the supplier decides to buy the entire set of physical assets from the clients company. It is also a form of cash flow to the company for selling its assets. There is also transfer of personnel from the company to the supplier; however the place of work does not change. (Lee, 2002) also categorised Human Resource outsourcing into three aspects: Professional Employers Organisation (PEO) – Application Service Provider (ASP) Business Process Outsourcing (BPO) PEOs have a duty of managing a company’s human resources, take charge of employee’s legal issues and undertake basic Human Resource functions as recruitment and selection including performance appraisal. In most cases PEO form partnership with other suppliers. The PEO concentrate on the Human Resource aspect of the business, the company on the other hand handles the other aspect. Sometimes due to the nature of Human Resource, the company may decide to enter into strategic alliance or joint venture in order to have some level of control over the Human Resource management. Within the context of Human Resource outsourcing, organisations specific needs and processes vary. Some organisations tend to outsource virtually all of it Human Resource Processes whilst others concentrate on specific areas of the process such as staff recruitment, staff training, payroll or resources. About 9% outsourced all of it recruitment function while about 55% of respondents outsource part of their recruitment function. Amstrong (2001) introduced a list of Human Resource areas that are often outsourced. These are: Training, Payroll Management, Health and Safety Monitoring and Advice, Recruitment and finally Employee Welfare and Counselling activities. More so Workplace Employee Relations Survey (WERS) in 2004 revealed that Training, Payroll and Resourcing of temporary positions are the most common component that companies seek to outsource. It is noted that very few organisations such as British Telecom, Boots the Chemist, Procter Gamble have outsourced their entire Human Resource functions and the most recently is Unilever. ASPs: Application Service Providers focuses on software applications. They deal with software processes and rent to users. They have standardised off-the shelf applications and the customised Human Resource software development. It is designed to manage payroll, benefits among others. BPO: this refers to Business Process Outsourcing, which focuses on outsourcing managerial and operational functions in Human Resource. BPO is also in charge of monitoring the latest information systems. In the United Kingdom, a change in political ideology after 18 years of conservative government rule is seen as a driver of the outsourcing, as a means of reducing cost and raising efficiency, the use of outsourcing was promoted. This really showed in the public sector through the introduction of market-based instruments and the formation of internal market as in the health service Different authors have classified outsourcing drivers. According to (Winkleman et al, 1993) there are two basic drivers for outsourcing success; these are cost reduction and strategic shift in how organisations operate. (Grupter et al, 1992) added two more drivers as market forces and technical considerations. (Hiemstra et al, 1993) also indicated four drivers, which are cost, capital, knowledge and capacity. (Beulen et al, 1994) suggested five main drivers for outsourcing: quality, cost, finance, core-business and cooperation. 1.6.9 Drivers for outsourcing: ( Beulen et al; 1994) outlines the following general drivers for outsourcing: Quality: actual capacity is temporarily inefficient to comply with demand. The quality motive can be subdivided into three aspects: increased quality demands, shortage of qualified personnel and outsourcing as a transition period. Cost: outsourcing is a possible solution to control increasing costs and its compatible with a cost leadership strategy by controlling and decreasing costs, a company can increase its competitive position. Finance: a company has a limited investment budget. The funds must be used for investments in core business activities, which are long-term decisions. Core-Business: core-business is a primary activity with which an organisation generates revenue. To concentrate on core-business activities is a strategic decision, all subsequent activities are mainly supportive and should be outsourced. Cooperation: cooperation between companies can lead to conflict. In order to avoid such conflict those activities that are produced by both organisations should be subject to total outsourcing. However these factors cannot be in isolation, they are not sufficient enough as attention needs to be given to the context in which such decisions are taken. Consideration should be given to the internal and external environment within which the organisation operates. The organisation’s objectives and most importantly its culture may effect the implementation and sustainability of the policy, once made. Considering the factors that drives and influence outsourcing decisions, Chris Fill in his research established three key emerging issues: the contextual factors represented by an organisation’s particular internal and external conditions the strategic and structural aspects associated with an organisation’s decision to reconfigure the costs associated with the process or activity under review It is very necessary for managers to consider these three aspects when deciding to outsource. A framework illustrates the process A composite outsourcing decision framework Outsourcing Management Consideration And judgement Contextual factors Strategy Structure Transaction Costs Source: Management Decision vol. 38 No.1, (2000) CHAPTER TWO 2.1 LITERATURE REVIEW: The most important and cherished asset of any company is its Human Resource – the staff. Even with all the most current technology, personnel are first because without manpower, nothing gets done. The success of every organisation depends on the quality of staff employed. On the other hand it could be disastrous if the right decision is not taken in choosing the right people with the right skills in the right position. The kind of skills employed makes a vast difference between a business success and it failure. In the business environment, some companies may employ solely skilled personnel, others require both skilled and semi skilled personnel and others unskilled labour force. In the retail sector for example, the nature of the work demands both skilled and semi skilled staff with the semi – skilled dominating. The skilled staff basically are managers such as the marketing and advertising managers, accounting managers, purchasing and supplier managers and general ov erseers. The challenge is how to get those people into the right places in order not to under utilise or over utilise their services. For instance, it might not be necessary to employ a professional who is to be paid as a sales assistant to be serving customers, but rather have a responsibility of planning and strategising how to win customers and be ahead of it competitors. In order to make the best decision, t

The Life and Death of Ernest Hemingway :: Biography Biographies Essays

The Life and Death of Hemingway In novels or other literary works many authors write about things they dream about. Many write about what stories they have heard from fellow companions. None have written about such vivid, yet traumatic experiences as the twentieth century writer, Ernest Hemingway. That is why Hemingway's tend to concur to his real life experiences. To start, consider that he was raised in an extremely strict household. He was born and raised in Oak Park, Illinois. He had an equitably happy, upper middle class childhood. As he grew older he started having feelings of bitterness towards his parents, mainly his mother who was seen as selfish and magisterial by Hemingway. When he was in his teens he became interested in literature. He wrote stories for his high school newspaper and subscribed poems and stories to the school magazine. When he graduated in 1917 he took a junior reporter position on the "Kansas City Star", writing feature stories. In his journalism he began to show interest in powerful yet objective writings of violence, despair, and emotional disturbance, which dominated his writings. He also participated in World War I, which greatly impacted his writing, as a Red Cross ambulance driver in Italy. He was wounded in both legs by a shrapnel explosion. He fell in love with the nurse that was caring for him, who left him not long after for an older man. He returned to Oak Park, and also upper Michigan to write about his childhood, teenage, and wartime years. In 1921 he married Hadley Richardson, divorced March 10, 1927, he moved to Paris to further his writing career. Here he quit journalism as a result of his maturing as a distinguished writer. From the maturity he had accomplished he was able to write over twenty-five books. He eventually returned to journalism to support himself. He was recognized as a major force in literature when he wrote A Farewell to Arms, One of the first novels in Hemingway's literary career. His first publication was Three Stories and Ten Poems, which didn't turn out to be a big success. But his most acclaimed novella, The Old Man and the Sea, which won him the Pulitzer Prize, tends to stand out overall.

Theories of Social Inequality

Karl Marx's theory to explain social inequality is based on the unequal division of resources between two groups: bourgeoisie and the proletariat, or the wealthy/ business owners and the laborers. According to Marx, the bourgeoisie have the monetary power to gain economical resources, as they own the businesses where the proletariat must work to gain money to survive. The bourgeoisie maintains this position by paying the proletariat Just enough to provide for his or her basic needs of survival. Marx states that the bourgeoisie create the social rules, cultural values and orms, and the proletariat goes along with it.This idea is the basis for what Marx calls, â€Å"false consciousness,† which is the idea that the† system† is working and there is no reason to change it because the proletariat hopes that one day he will become the bourgeoisie; this false hope is what keeps social inequality in a perpetual cycle. Marx believed that social inequality can be resolved thr ough the abolishment of capitalism altogether. He suggested that this could be made possible if the proletariat would stand up and revolt, and rise up against capitalism by refusing to ork and sell their very valuable labor, which the bourgeoisie needs in order to survive.Marx did not see social inequality as inevitable, unlike Max Weber. The basis for Weber's theory can be found in Karl Marx's theory, but takes it a step further and breaks the social structure up even more. According to Max Weber's theory behind social inequality, there are three major components that play into creating an unequal division in society: social class, status in society, and political parties. Each group directly relates to one another, although they are not all the same thing. Weber contends that social classes are divided because of certain lifestyles or opportunities that are given toa person.If a person is born into a wealthy family, he or she is automatically provided with a lifestyle that will pr opel him or her into success through money and/or properties, which inevitably creates an opportunity for power. This demonstrates how money and power clearly shapes classes. Classes do not always make up communities though. Communities are shaped by social status, which is one thing that Weber is clear about. Social status is defined by the pportunity for a wealthy lifestyle. The main difference between status and class is that of the value system within each of the groups.Through a lifestyle that one lives, ideals and values are developed, which creates one's political stance. Political parties are a direct reflection of the pattern that creates class and social status. They are all intermingled: class determines social status, which shapes ideals within a political party. Weber makes a strong argument that social stratification is inevitable or â€Å"guaranteed† because lifestyles (which you are born into) create status groups and nce those are established, over a period o f time, the people accept them as status quo.Once a standard of life is set, it is rarely moved. Karl Marx' theory behind social inequality is most compelling. It explains that social inequality, which is detrimental to so many, can be resolved. His theory gives hope for resolution and even offers a plan of action to do so, yet there have been little done by those who feel like they are oppressed by the unjust division ot resources to rise up and change the system which oppresses them. Marx' theory is timeless and continues to speak to those issues which are seen in todays society.

Douglas Dunn and Trisha Brown essays

Douglas Dunn and Trisha Brown essays Trisha Brown was born in 1936, in Aberdeen, Washington. She studied with Anna Halprin, another famous dancer, while a dance major at Mills College. Trisha Brown went to New York in 1960, and in 1962 became a founding member of the Judson Dance Theater. A few years later she organized her own company, which was incorporated in 1970. In that year she also became a founding member of the Grand Union, an improvisational dance theater company. In her dances, Brown uses ordinary movements in extraordinary circumstances. She works in structured improvisation and describes her choreographic approach as similar to that of a brick-layer with a sense of humor. One of Trisha Browns first dances was called Falling Duets (1968). This piece demands alertness, ingenuity and good reflexes as two performers take turns falling and ` One of Trisha Browns techniques is called accumulation .This is dancing like adding links to a chain. Each movement is a new link and then the whole sequence is repeated again from the beginning. Later on the dancer rotated gradually, eventually making a 360 degree turn. The dancer also performed the chain in different positions (propped up against the wall, on the floor). Then, sometimes, she would de-accumulate by eliminating movements from the beginning of the phrase with each repetition. In 1971 Browns Roof Piece, another famous piece, spread out over a twelve block radius in lower Manhattan. Stationed on rooftops, the dancers relayed movements from one to another trying to reproduce them with the least amount of distortion. The unusual locations in her dances were used because they had effects on not only the choreography but on the audiences perception as well. From 1968-1972, Brown experimented with equipment pieces. These enabled her to exploit neglected performance spaces, ...

Demostration Speech Essay Example

Demostration Speech Essay Example Demostration Speech Essay Demostration Speech Essay Grade: 95Instructor: Dr. Hayes Cynthia Horne Date: 9-25-2012 Topic: How to Check Your Blood Pressure Type: Demonstration Speech Mode: Memorized Introduction: I asked several questions to get the attention of my audience. This speech was a chance for me to share steps and experience on checking your blood pressure only takes 30 seconds. The steps were clearly stated, first choose the right equipment, second, stabled patient and third the right size blood pressure cuff. Blood pressure issues can strike at any age. The chaos, confusion and disorder in life will still be there. Keeping your pressures check will ensure you not having a heart attack or stroke. I spoke of having to check my blood pressure on regular basis. These easy steps are how I keep my doctor informed on the high and low of my pressure on a weekly basis. Body: My thoughts were organized logically. The main points were clearly explained. I took the listeners systematically step by step; bring in a short YouTube video of two ways on how to check your blood pressure manually by using the arm cuff or using a wrist cuff. I demonstrated this on a live patient. I included a little comedy build up to make my patient feel more relaxed. I wanted to get the best effect as possible. A source was cited as stated in the video, normal pressure is 120/80. The three steps I used to show how to check your blood pressure was supported in my speech. The evidence was clear and current. Conclusion: I have been battling high blood pressure for a few years now. I was on my way to having a stroke. Thankfully it was caught in time. It is a frightening experience that will challenge who you are, what is genuinely important to you and what your life is all about. I suggested to my audience to take The American Red Cross vital signs course that lasts about 2 or 3 hours. It is easy to take your blood pressure. It only takes 30 seconds. I adapted to my listeners feedback. My story received maximum impact. Other: I took a couple of slow deep breaths before I started. I focus in on my audience. Instead of looking down while doing my speech I look around the room making eye contact with everyone. I remembered that they are individual people, they are my classmates. I worked on the introduction so my speech will get off to a good start. I use video to create interest, draw attention away from me. My voice was not as shaky; therefor my tone of voice was smooth. I used my arm and hands to help tell my story effectively and drive home my main point. Materials List Omron Automatic Blood Pressure with cuff Live patient YouTube video Brochures Comments: Evaluations from my peers was on a grading scale from 1 to 5, with 5 being the strongest. I received a majority score of 5 strong points for organization, content, and delivery.

Philanthropic principles Essay Example | Topics and Well Written Essays - 750 words

Philanthropic principles - Essay Example Cadbury’s had had an impressive track record of employee welfare schemes and other philanthropic activities. But, unfortunately, such a philosophy is seldom seen in the business world today, where greed overcomes any humanitarian impulse. This essay will argue that the corporate culture and business philosophy followed in Cadbury’s during the 19th century is impossible to apply in the present times. When John Cadbury started the corporation back in late 19th century, he had a vision that was consistent with the principles outlined in Quakerism. Quakers believed that a commitment to communal welfare is essential for attaining divine grace. As a result Quakers were proactive philanthropists, including John Cadbury. He implemented a huge housing project on a scale of 120 acres of land so as to provide all his employees decent dwelling conditions. Even his sons George and Richard Cadbury espoused the spirit of Quakerism in their managerial decisions. For those early generat ions of Cadbury managers, profits were not everything. But today, it is impossible to think of corporate leaders to belong in the same league as John Cadbury and his sons. (Bacon, 1997) What we have today is vapid sloganeering to project an outward philanthropy, which is in essence a garbed push for profits. Jargons such as "cause-related marketing", "social marketing", "altruistic marketing" and "public purpose marketing" and â€Å"corporate do-gooding† arc just some of the unhelpful terms being thrown around these days. They are not true philanthropy as was carried out by John Cadbury and his sons. Even Cadbury's former marketing director John Taylor admitted his concerns in 1992. By then, Cadbury’s had cut its charity roster to two: World Wide Fund for Nature (WWF) and Save the Children. The long-term approach, rather than the immediate impact on the bottom line that others claim for Corporate Do-Gooding, was Taylor's concern then. (Dwek, 1992) What Taylor observed two decades back has proved prophetic today, with the Cadbury’s sovereign brand being swept away in an aggressive takeover bid. The top management of companies like Cadbury’s believed in industrial democracy and worker engagement in key management decisions. Of the handful of companies that experimented with industrial democracy, Cadbury’s was outstandingly successful. These companies also had strong ideologies and a strong sense of social responsibility, which actually helped their profitability. Not only was Cadbury’s exemplary in this respect, but its arch rival in the chocolate industry Rowntree as well. In these two companies, worker participation was directly linked to company’s participation in social programs. There was a circular process through which quality products were created by happy and well-paid workers as well as healthy financial performance for the company. (Dwek, 1992) Public health and Christian principles were therefore among â€Å"the 'push' factors that transformed chocolate from an expensive luxury into an increasingly common commodity. Many of the chocolate makers that started up in Britain in the nineteenth century were owned and managed by Quaker families. The philosophy and moral outlook of these founder entrepreneurs pervaded the industry for decades.† (Witzel, 2009) In conclusion, in today’s world of cut-throat competition under the spell of a prolonged economic recession, philanthropy

Information Politics Essay Example | Topics and Well Written Essays - 250 words

Information Politics - Essay Example It is not to say that other situations are more important than the others, rather the executor of the informational politics such as the speakers or the representors of the information could play a major role to skew the direction of the information in either way. I have got to witness more attention being given to equipment and machines that military have to their disposal over and above the people who use the equipment and suffer consequences and loss of wars. For instance, the war veterans, victims and their families are accorded least of attention despite the emotional turmoil and suffering that they undergo in their course of action and service. Instead, they are neglected and given least of attention which is not a good reverence and show to the people who get to push the nation’s military agenda in other countries and places (Ward, 2014). In brief, politics of information may hinder the organisation and society by extension from realizing and appreciating the things that truly matter in their simplest and most ordinary