OUTSOURCING ARTICLE Coursework Example | Topics and Well Written Essays - 500 words

OUTSOURCING ARTICLE - Coursework Example Further, imports from the entity were suspended (Larson). This will result into increased pressure on parties in the restaurant industry to take charge of the supply chains. A national survey revealed that 19% of the soil in the country is polluted as well as 44% of the rice that was tested was found to be impure (Larson). This article is important to outsourcing in restaurants in Hong Kong. Restaurants will be forced to thoroughly scrutinize companies that provide their supplies. This mainly applies to rice, meat and other products that grow on the soil. This is following the revelation that 19 percent of the land was polluted. Shanghai Husi Food was owned and operated by the OSI Group that is an Illinois based entity (Larson). It is clear those well-established diners in Hong Kong including Pizza Hut and KFC (Larson). These and other companies that outsourced from the Shanghai Husi Food were forced to stop doing business with entity following the release of the report and the suspension of its operations. The article is relevant to long-term contracts that restaurants and other parties had established with the entity. Being a well known supplier of meat and other products that are used in the food industry Shanghai Husi Food had formed business partnerships that resulted to the formulation of long-term contracts. Following the publication of the report in the last week most of these long term contracts would have to be cancelled. This is owing to the fact that no company would risk continuing to engage with a supplier that was clearly supplying contaminated products. Shanghai Husi Food would be forced to compensate the companies it had entered into long-term contracts with for breaching the terms of the contract. Short-term contracts would have to be terminated as well. This is because the food industry is highly sensitive and any slight

First Chapter of Lord of the Flies Essay Example for Free

First Chapter of Lord of the Flies Essay The first chapter of Lord Of the Flies introduces Ralph at the very start roaming the jungle. This contributes to the mysteriousness of the literature. Not telling you where he came from or why he is there makes the story enticing and entertaining. The author was adding to the rising action. The setting in the very beginning was the Jungle. After Ralph walks for a small amount of time, a voice calls out to him asking for help, and to wait up. This is another way to make the story seem mysterious. He learns it is a boy with the nickname Piggy. Piggy joins Ralph and they walk to a lagoon. There they find a conch shell and Ralph blows through the conch which then calls on an large amount of boys. The author most likely added this to make another curve to the story. To show how much about the place Ralph and Piggy didn’t know. When the large group arrived, a boy named Jack Merridew asked where the ship was, and where an adult was. This showed how ignorant Ralph was because he had no clue what the conch sound meant to the people that were already there. Then Johnny and the twins Sam and Eric arrived along with many other younger and older boys. They talk as if they all have an education which shows they were also put here, not born here. The dialog seems modern and easily understandable, which shows that the setting is more recent than historical. Ralph is voted leader and commands that they explore to see if where they are is an island. Accompanying Ralph is Simon and Jack. Piggy is left behind to log names, which upsets him. The reason the author wrote about the exploration is to show the others don’t know where they are either. Throughout the venture, the boys are faced with a series of things in their path. They push a boulder off a cliff. The author most likely added this to show they weren’t hopelessly stranded on the island. The end of the chapter the boys realized they were hungry. They searched for food and found a pig, in the grips of the ‘creepers’. The author didn’t explain what the creepers were and it made it much more elusive. Jack fails to stab the pig quick enough and he made up excuses as to why he couldn’t. It shows that he isn’t nearly as tough as he lead on to be. He slams his knife into the tree to show he is in fact still the alpha male. The first chapter left many unanswered questions.

growaw Growth of Edna Pontellier in Kate Chopins The Awakening :: Chopin Awakening Essays

The Growth of Edna in The Awakening In Kate Chopin's novel The Awakening, Edna Pontellier is forced to strive to fit in with everyone and everything around her. Born and raised in Kentucky, Edna is used to the Southern society, but when she marries Leonce Pontellier, a Catholic and a Creole, and moves to Louisiana with him, her surroundings change a great deal. This makes her feel extremely uncomfortable and confused; she feels as though she has lost her identity along with a great deal of her happiness. In order to regain this identity and to try to find out who she truly is, Edna tries her hardest to conform to the Creole society. Though Edna tries extremely hard to accept this Creole society as her own and to become part of it in order to claim her identity, she fails to find both her true happiness and her identity, which, in turn, causes her to commit suicide. A great deal of Edna's unhappiness is due to the fact that her husband is very firm with her, he treats her with a great deal of "authority and coercion," as is requested by Edna's father, and he strongly believes that she should conform to the Creole society. In accordance with society, Leonce believes that Edna should be the stereotypical housewife who does everything she possibly can for her husband and her children. However, when Edna does something that contradicts this well-established Creole social code, Leonce reveals his disappointment. For example, when Edna is sunbathing at the beach on Grand Isle, her husband approaches her and says, " 'What folly! to bathe at such an hour in such heat! You are burnt beyond recognition.' " Kate Chopin adds that Mr. Pontellier looks at his wife "as one looks at a valuable piece of property which has suffered some damage." Over time, the negative attitude that Leonce has toward Edna causes her to look for security, happiness, and love in ot her people and places. It is then that she meets, and eventually falls in love with, Robert Lebrun. Throughout the novel, Edna encounters many "awakenings" of her own. One very significant awakening occurs when she recognizes her unrequited love for Robert Lebrun. Edna realizes that Leonce no longer matters to her and that she would be much happier if she were with Robert. Thus, Robert becomes the one person and the virtually unattainable goal Edna lives for; consequently, when he finally leaves her, she is devastated.

Graduation Speech :: Graduation Speech, Commencement Address

As you look back on the last four years I'm sure you'll all remember them differently. Some of you will think of them as the best four years of your life and others, the worst. Some of you will think of them as the most fun you've ever had. Some of you will remember the friendships you've created, or all the things you've learned and will carry with you wherever you go. Most of all I think we should remember and be thankful for the fact they've been a relatively safe four years. We've had our share of bumps and bruises, but nothing really major. I am saying this mainly because in the past few months, especially, other schools have not been so fortunate. When they look back on their high school years, their memories shall forever be tainted by unspeakable acts of violence and rage. As you know, I'm referring to the 12 students and one teacher killed by two crazed gunmen. In the aftermath of these tragedies people have searched for someone or something to blame. They've gone from video games to the availability of guns, to the lack of attention by parents, teachers, and counselors, and even to the Internet, but finger pointing will not solve the problem. I can't say that I have all the answers but I know there are some things we can do. The problem, I believe, starts and ends with us. Those two students, from Columbine High School were outcasts and constantly teased. The sad truth about that tragedy is that it could have happened here. Honestly, we've all made fun of someone at some time, but toward the end of the year it seems as though we're all being nicer to each other, mainly because we're not going to be here much longer and we realize it simply isn't worth it. I think it would have been much better to have had this attitude at the beginning of high school instead of at the end. As we go through our lives we should not forget what we've learned. We are the future and we're responsible for the next generation. It is our job to teach them to be nicer to each other and more tolerant of their differences. We have to teach them not to solve their problems through guns or violence. That truly is the only way to prevent these senseless tragedies from occurring.

Rewarding and Punishing the Same Behavior

In this report, the reasons are explained with examples that lead managers of organization toward an unethical decision. People believe that deep unethicality distorts ethical decision making. But according to Ann Tenbrunsel and her colleague David Messick, the top level management of an organization often takes such unethical decisions out of thinking business purely rather than considering morality. The phenomenon is named as â€Å"Ethical Fading†. Sometimes leader’s ill-conceived goals lead employees to involve in unethical activities. For example management wants employees to maximize sales rather than profit. As a result employees force customers to sell their product and sometimes they become ridiculous. Also sometimes they overcharge for the unexpected service which the customer doesn’t want actually. Leader’s setting goal should take the perspective of those whose behavior they are trying to influence and think through their potential responses. This will help head off unintended consequences and prevent employees from overlooking alternative goals. People ignore some information which can affect their interest can termed as motivated blindness. For example some rating agencies rate organizations positively since the agencies are paid by those organizations. So people fail to judge organizations due to due to serious violation of ethical practices by the agencies. Bazerman and Harvard Business School Professor Francesca Gino explored to a situation termed as slow emergence of unethical behavior. This slow poisoning is often overlooked by the management which led to ultimate failure to hold the objective of the organization. For this managers should be heightened alert for even trivial-seeming infractions and address them immediately. Another common practice in corporate world is to overvaluing outcomes. Like rewarding unethical decision for its good outcomes and punishing ethical decisions for bad outcomes is a recipe for disaster in the long run. Managers should beware this bias; examine the behaviors that drive good outcomes and reward quality decisions, not just results. Companies are trying to improve the ethicality of employees according to Bezerman and Tenbrunsel. But this ethical practice should not be forced. Management should create such environment or make structure where employees willingly accept ethical practices and work accordingly. Above all, a leader should should be concern about his own blind spots, which may permit or even encourage, the unethical behaviors that he is trying to extinguish.

Moby Dick by Herman Melville Quotes

Moby Dick by Herman Melville Quotes Moby Dick, a famous novel by  Herman Melville, is a classic tale about a ship captains epic quest to find and kill a whale that bit off part of his leg on a previous voyage. The Intercollegiate Studies Institute calls Moby Dick  one of five books every American should read. This novel was first published in 1851 but didnt achieve acclaim until after Melvilles death. Quotes from the epic novel show why it has endured as an American classic. Obsession Ahab, the captain of the ship, is willing to risk everything his ship, his crew, his own life to seek revenge on the elusive whale. These quotes show the depth of his obsessive  ocean quest.  Ã¢â‚¬â€¹The riveting language still seeps into our culture; part of the third quote in this section was mouthed by  Ricardo Montalbn as his character chased Captain Kirk throughout the galaxy in the 1982 move, Star Trek II: The Wrath of Khan. The path to my fixed purpose is laid with iron rails, whereon my soul is grooved to run. Over unsounded gorges, through the rifled hearts of mountains, under torrents’ beds, unerringly I rush! Naught’s an obstacle, naught’s an angle to the iron way!There is a wisdom that is woe; but there is a woe that is madness. And there is a Catskill eagle in some souls that can alike dive down into the blackest gorges, and soar out of them again and become invisible in the sunny spaces. And even if he for ever flies within the gorge, that gorge is in the mountains; so that even in his lowest swoop the mountain eagle is still higher than other birds upon the plain, even though they soar.Towards thee I roll, thou all-destroying but unconquering whale; to the last I grapple with thee; from hell’s heart I stab at thee; for hate’s sake I spit my last breath at thee.​ Madness Ahab implies that he is ordained by God to destroy Moby Dick, the white whale that he believes to be evil incarnate. Of note, as Ahab is explaining his obsession in the first quote here, he refers to his chief mate, Starbuck, who served as the inspiration for the name of the well-known coffee chain. What I’ve dared, I’ve willed; and what I’ve willed, I’ll do! They think me mad Starbuck does; but I’m demoniac, I am madness maddened! That wild madness that’s only calm to comprehend itself! The prophecy was that I should be dismembered; and Aye! I lost this leg. I now prophesy that I will dismember my dismemberer.All that most maddens and torments; all that stirs up the lees of things; all truth with malice in it; all that cracks the sinews and cakes the brain; all the subtle demonisms of life and thought; all evil, to crazy Ahab, were visibly personified, and made practically assailable in Moby Dick. He piled upon the whale’s white hump the sum of all the general rage and hate felt by his whole race from Adam down; and then, as if his chest had been a mortar, he burst his hot heart’s shell upon it.

The Rise Of Communism In Russia Essays - Old Bolsheviks, Free Essays

The Rise Of Communism In Russia Essays - Old Bolsheviks, Free Essays The Rise of Communism In Russia "Unless we accept the claim that Lenin's coup d'etat gave birth to an entirely new state, and indeed to a new era in the history of mankind, we must recognize in today's Soviet Union the old empire of the Russians the only empire that survived into the mid 1980's" (Luttwak, 1). In their Communist Manifesto of 1848, Karl Marx and Friedrich Engels applied the term communism to a final stage of socialism in which all class differences would disappear and humankind would live in harmony. Marx and Engels claimed to have discovered a scientific approach to socialism based on the laws of history. They declared that the course of history was determined by the clash of opposing forces rooted in the economic system and the ownership of property. Just as the feudal system had given way to capitalism, so in time capitalism would give way to socialism. The class struggle of the future would be between the bourgeoisie, who were the capitalist employers, and the proletariat, who were the workers. The struggle would end, according to Marx, in the socialist revolution and the attainment of full communism (Groiler's Encyclopedia). Socialism, of which "Marxism-Leninism" is a takeoff, originated in the West. Designed in France and Germany, it was brought into Russia in the middle of the nineteenth century and promptly attracted support among the country's educated, public-minded elite, who at that time were called intelligentsia (Pipes, 21). After Revolution broke out over Europe in 1848 the modern working class appeared on the scene as a major historical force. However, Russia remained out of the changes that Europe was experiencing. As a socialist movement and inclination, the Russian Social-Democratic Party continued the traditions of all the Russian Revolutions of the past, with the goal of conquering political freedom (Daniels 7). As early as 1894, when he was twenty-four, Lenin had become a revolutionary agitator and a convinced Marxist. He exhibited his new faith and his polemical talents in a diatribe of that year against the peasant-oriented socialism of the Populists led by N.K. Mikhiaiovsky (Wren, 3). While Marxism had been winning adherents among the Russian revolutionary intelligentsia for more than a decade previously, a claimed Marxist party was bit organized until 1898. In that year a "congress" of nine men met at Minsk to proclaim the establishment of the Russian Social Democratic Worker's Party. The Manifesto issued in the name of the congress after the police broke it up was drawn up by the economist Peter Struve, a member of the moderate "legal Marxist" group who soon afterward left the Marxist movement altogether. The manifesto is indicative of the way Marxism was applied to Russian conditions, and of the special role for the proletariat (Pipes, 11). The first true congress of the Russian Social Democratic Workers' Party was the Second. It convened in Brussels in the summer of 1903, but was forced by the interference of the Belgian authorities to move to London, where the proceedings were concluded. The Second Congress was the occasion for bitter wrangling among the representatives of various Russian Marxist Factions, and ended in a deep split that was mainly caused by Lenin his personality, his drive for power in the movement, and his "hard" philosophy of the disciplined party organization. At the close of the congress Lenin commanded a temporary majority for his faction and seized upon the label "Bolshevik" (Russian for Majority), while his opponents who inclined to the "soft" or more democratic position became known as the "Mensheviks" or minority (Daniels, 19). Though born only in 1879, Trotsky had gained a leading place among the Russian Social-Democrats by the time of the Second party Congress in 1903. He represented ultra-radical sentiment that could not reconcile itself to Lenin's stress on the party organization. Trotsky stayed with the Menshevik faction until he joined Lenin in 1917. From that point on, he acomidated himself in large measure to Lenin's philosophy of party dictatorship, but his reservations came to the surface again in the years after his fall from power (Stoessinger, 13). In the months after the Second Congress of the Social Democratic Party Lenin lost his majority and began organizing a rebellious group

The Unification of China Essay Example

The Unification of China Essay Example The Unification of China Essay The Unification of China Essay When I foremost read the full Sima Qian papers. I instantly thought that I was come ining top secret files or records or something like a diary from Qian himself. Then I realized that this was his occupation. to document the activities of the Emperor. and I got a small less aroused about the play within the reading but focused on the stuff. The fusion of China had its good and bad consequences. I personally think that the consequences could hold been obtained a different and less barbarous manner than what the Emperor did. but irrespective of the procedure. a totalitarian authorities was formed as a consequence of the events consolidative China. When the Emperor ordered the history and free address to be destroyed. in his head at the clip it made sense. He was seeking to govern a state and finally graduate to the universe in the eyes of the manner that one individual. himself. shall see it and run it. That makes perfect sense to wipe out. or order everyone. to fire all remains of instruction. cognition. and information from the society he wished to catch. He was a really smart adult male because he was intelligent plenty to seek to acquire everyone to see that it was his manner or decease. and everyone feared decease so they obeyed his orders and ridded all paperss and books among other gear. This adult male reminded me of Hitler about except Hitler used more psychological tactics and convinced a whole state that they were superior to the Jews. The Emperor here merely threatened everyone to side with him or they were to be executed. so logically these citizens merely did what he said to avoid death. I can’t say I wouldn’t have done the same exact thing they did. Most people were likely scared of this adult male and the sum of power he obtained and how he was utilizing his power was endangering within itself. The Emperor truly was in his ain small universe psychologically and he tried to do that bogus universe a world about and forced others to make what he wanted to do his phantasy a world. Apparently there was some sort of myth affecting immortality herbs and workss or something of that nature and of class the Emperor’s greedy buttocks wanted it and had people seeking for this substance ; so he ordered people to get down edifice walls and roads. which is where the Great Wall of China came from. and concealing him out in topographic points because he didn’t want anyone to cognize of his whereabouts as he gets this sacred works of immortality. At some point in what I call his personal lone parturiency. he goes brainsick believing that merely because th e passenger cars and outriders are outside that they all know that he is located at that place in the mountains and even when they leave. he is still paranoid and blamed the castrate for leaking his fell out topographic point. He approaches the castrate. gathers them all and asked them who exposed of his get-a-way topographic point and of class none of them confessed ( likely because none of them did it ) and he arrested them all and executed them. At this point. I’m believing this adult male is either brainsick or on a ace power battle and it might be a mixture of both. Master Hou and Master Lu turn out precisely everything that I said was true with this quotation mark. The First Emperor is by nature obstinate. cruel. and froward. He rose up from among the feudal swayers to unify the full imperium. and now that he has achieved his terminals and fulfilled his desires. he believes that there has neer been anyone like him since remote antiquity†¦the emperor delectations in demoing his authorization by penalizing and killing. and everyone throughout the imperium dreads penalty and attempts simply to keep his place. none make bolding to exercise true trueness. The emperor neer learns of his errors and hence grows daily more chesty. while his subordinates. prostrate with fright. flatter and deceive him in order to curry favour. This moved me in the sense that I can non image this brainsick adult male being my president or holding any type of power because he evidently doesn’t cognize how to utilize it decently for humanity. This adult male killed people without believing twice but merely because he had the power to make it. he did. That sort of outlook is flooring and so to cognize he had no compunction for killing 460 bookmans for no ground is even more lurid. He got each bookman to sell each other out and they still got killed anyhow. It’s merely dejecting that a human being would make that much harm and kill all those people with the simple rubric of Emperor. I don’t think that him uniting China was supposed to go on candidly. He wanted to unite the universe into small Martians of what he wanted it to be which is why he took the attack of occupying all of those metropoliss and taking everything that the black-headed people had so they would hold nil else to populate for than what he employed them to make because they about had no other pick if they wanted to last. The lone other option. given the Emperor’s history. is most likely decease so they merely accepted his invasion and turned into small automatons for him. This was likely the Emperor’s program for how he was traveling to take over the full universe. but of class we know it didn’t acquire rather that far. The first Emperor’s impact was rather good for the people. They realized that after holding merely one individual running a state that it turns to chaos with a major power battle and the lone manner to hold a good civilisation is for all of the small metropoliss to come together and govern as a whole. This emperor’s daftness was all the motive for the people to unify and go as one state alternatively of many small 1s that will merely contend for power and resources. They collected all arms and put the stuffs to good usage in projecting bells. bell bases. and statues. The balance was used in the castle and the people created one criterion authorship system for the hereafter.

Deploying E-Commerce Solution Essay Example | Topics and Well Written Essays - 2250 words

Deploying E-Commerce Solution - Essay Example E-Commerce has also enabled a revolution in the way the business is conducted and managed. Being touted as the business of the millennium, E-Commerce is also sometimes described as "digital economy." Simply speaking, Electronic Commerce is the paperless exchange of goods or services through the use of electronic data" (Web Transitions Inc, 2004). Due to its innumerable advantages and benefits, E-Commerce and its web applications are adapted for conducting a hassle free business over the ever popular internet. E-Commerce solutions will also offer merchants a well defined strategic advantage of creating Business to Client (B2C) relation that is sometimes very stable and well glued. Deploying E-Commerce solutions for carrying out internet business is a matter that needs to be thoroughly analyzed and assessed, before actually implementing the final solution. E-Commerce portals is thought to be a highly personalized, secure web environment that allows a business to aggregate, share, trade and exchange contents, products and services with customers, partners, employees and suppliers ( Sun Microsystems, 2006). The future for E-Commerce based merchant solutions is very rosy too, with 70% of the Global 2000 companies turning over to E-Commerce portal strategies by the year 2002, whereas by the year 2006, an estimated 75% of Fortune 1000 companies will have their own web portals to conduct E-Commerce activities almost on a daily basis (Adam Sarner, 2004). This research paper attempts to highlight the commercial importance of E-Commerce solutions, available methods by which a merchant can deploy E-Commerce solutions, different types of Internet technologies and programs that can be used to create a viable solution, and to investigate some of the well known third party E-Commerce website store solutions. It will also compare and differentiate two types of E-Commerce solutions, one that is built from the scratch by the merchants themselves, while the other built and hosted by a reliable third party service provider. Practical Ways to Deploy E-Commerce Solutions: If a merchant wants to know what it takes to successfully implement effective E-Commerce solutions, there are several means currently available for exploration. In fact, there is a plenty of help and assistance, whether a merchant wants to deploy it all by oneself, by using the in-house expertise, or hire for a fee, outside professionals who are the experts in the field. There are valid reasons to look and explore both these approaches, though small and medium sized businesses may need to be extra careful about those sensitive things, that are needed to keep an E-Commerce system up to date and current in the face of a stifling competition. Going solo all by a merchant to set up and deploy an E-Commerce solution might look very strenuous at the initial glance. But, building an E-Commerce website within the house is not actually difficult, as there are several tools, utilities and e-commerce services available at very

World War 2 Through the 1970s Research Paper Example | Topics and Well Written Essays - 1500 words

World War 2 Through the 1970s - Research Paper Example The paper will also discuss the civil rights breakthroughs after Second World War for the African-Americans and political awareness of the young Americans during the Vietnam War. On the last part, the paper will describe President Johnson’s great society programs that are currently relevant to America. Introduction There are significant historical turning points for America’s current society, culture, politics and economy from the World War II through to the 1970s. One of the significant turning point was the Montgomery Bus Boycott (1955-1956) that precipitated the civil rights movements (Kennedy & Bailey, 2010). The event led to calls for massive bus boycotts and national protests due to racial desegregation of African-Americans in public transport (Kennedy & Bailey, 2010). The event ultimately led to a series of public protests that ultimately led to enactment of Civil Rights Act of 1964 that prohibited all forms of discrimination. This event led to unification of Ame rican society through eradication of racial segregation in many public places such as schools and public transport thus creating the ideal American society. Another significant turning point was the Watergate Scandal. The term â€Å"Watergate† refers complex political scandals that occurred between 1972 and 1974. Five burglars broke in to Watergate Hotel that housed Democratic National Committee Headquarters. The five were later arrested and confirmed that they had been authorised by Nixon to break in the hotel. The scandal changed the political campaign financing and created the aggressive attitude of Americans towards elections (Kennedy & Bailey, 2010). The scandal revealed that Nixon had a wire tapping system and led to impeachment of Nixon and conviction of several top administrators in his government (Kennedy & Bailey, 2010). This can be seen a major turning point in the enforcement of the constitution and political laws in America. America in the late 1930s wanted to st ay away from European conflicts that ultimately led to the Second World War. America was one of the Isolationists that advocated for neutrality and non-involvement in both European and Asian conflicts (Kennedy & Bailey, 2010). The first reason why America did not want to join European conflicts was the memories of the tragic losses experienced during the First World War. Secondly, America was experiencing negative economic effects of the Great Depression and was committed to expanding its economic interests in Latin America. Immediately after First World War, the US congress rejected American membership to the League of Nations since that move would lead to participation in European conflicts. The troubling economic problems bolstered the idea that America should concentrate on the domestic economic problems and isolate from European conflicts (Kennedy & Bailey, 2010). Before the Second World War, women in America attended only to family duties and were paid much lesser for completi ng the same jobs compared with their male counterparts. The first role of women in helping the Second World War was replacing the men in the labor market since majority of men joined the forces. Women were allowed to work in the manufacturing industry, munitions factories and in day care centers. During the Second World War, women served in the military in an official capacity. Women participated in the war through different military branches such as Women Army Auxiliary Corps (WAACs), Women Accepted for Volunteer Services (WAVES) and Women Air-force Service Pilots (WASP) (Kennedy & Bailey, 2010). Women also served in the Coast Guard units and Marine units. About 350,000 American women participated

The U.S. Military Fighting Forces in World War II (European vs Research Paper

The U.S. Military Fighting Forces in World War II (European vs. Pacific Theaters) - Research Paper Example However, some of the technological differences made the United States more superior than most of their enemies. Furthermore, despite the disunity in the American military forces, the military of such countries as Japan, which was the strongest force in the eastern bloc, also exhibited such severe disunity thus contributing to the American victory. 1) Geographic and Environmental Conditions (i.e., effecting the style of warfare) Climatic condition played important role in earning America the victory in the war, with an effective knowledge of the pacific climate in summer, the American forces prepared adequately with appropriate attire and carried drugs and mosquito nets to cushion the soldiers from the adverse weather in the continental region. The warm and humid climatic condition of the pacific in summer presented several challenges to the Japanese who did not have adequate information of the climatic condition in the pacific region. The humid condition hastened the pace of metallic . The Japanese did not prepare for such radical ramifications and therefore lost most of their artillery as they rusted fast thus proved inefficient. Additionally, more Japanese soldiers died of rom such tropical diseases as malaria, which they had not prepared effectively for. The warm and humid climate in the region required light attire a feature that the American forces had learnt of thus leaving their Japanese counterparts ill dressed for the combat thus the ensuing inconveniences in the battlefields. The jungle environment in the pacific required specific tactic of warfare, the American formed small patrols hat would maneuver through the jungle more efficiently often relying on the efficient backup owing to the efficient communication among the small troops. Additionally, the American soldiers relied on the marines after they learnt that the terrain would not permit large military formations. American and Japanese soldiers would therefore run into each other unannounced in the ir daily patrols thus resulting in open warfare. The military combat with the infantry and artillery type of fighting this implied that fighting was at close range requiring the use of effective weaponry. 2) Type of Enemy (i.e., German's vs. Japanese soldier & tactics used); The American success in the war portrayed that the country invested a lot of resources in understanding their enemies. Information is often key in military since it helps formulate both the offenses and defenses. With the adequate information about the enemy, the American government often employed the best tactics in either attacking or resisting the advances of the enemy. Technological advancement in the war was important in the ending the war. America had to prove technological advancement in order to end the war. The eastern bloc had a renewed determination to foster the war but their evident technological inferiority influenced their decision to stop fighting. The nuclear bombing of Hiroshima and Nagasaki pr oved to the eastern forces that the United States had the best military technology and could annihilate their population thus influencing their decision to end the spirited fight. The Germans also proved greater

Marriage Interview Term Paper Example | Topics and Well Written Essays - 1000 words

Marriage Interview - Term Paper Example This paper will highlight the questions discussed in the interview and an analysis of the answers that the interviewee provided. From the interview, it became clear that the foundation of the couple’s relationship has largely determined the stability level of their marriage. Agnes related how she met the man whom she agreed to marry three years later. According to her, she liked the composure, honesty, and maturity that were evident in her husband when they met. However, she delved further into describing the attributes that led her into the conviction that she had found a worthwhile partner. The three years of dating helped her establish whether the two of them were compatible and it revealed the patience and resilience that they had in making their relationship work (Chitambira, & Chitambira, 2011). During this period, they discussed their goals and dreams in order to understand each other’s personal interests. Agnes mentioned the most important aspects that a couple should discuss during dating. In her opinion, setting out how a couple will manage their finances when they are married is a central issue. In addition, a couple should understand the extended family and set boundaries for their intrusion into their marriage. Agnes revealed that she only moved into her husband’s apartment after their marriage. Unlike many couples, Agnes mentioned that not much has surprised her in their marriage because she was well aware that marriage often brings the unexpected. With this prior knowledge, the two of them were ready to live up to their commitment. Although challenges were to come their way, they had built the three most important pillars of their relationship. She mentions these as honest and effective communication, understanding, and trust. Agnes mentioned that these pillars have existed from the period of dating and the presence of these gives her faith that they can triumph over anything that comes their way (Parrott, & Parrott, 2006). A gnes admitted that they have been numerous challenges in their marriage. Only three years into her marriage, her husband lost his job. At the time, the couple’s son was only two months old. As a wife and mother, she had to make sacrifices for the family to survive one of the critical economic times. Her resilience and commitment were under test during this time. The couple gave each other immense support during this time and considered other avenues of making a living instead of relying on employment. After careful consideration, the couple invested their savings into her business. The hardest time of their marriage life produced the best outcome as Agnes describes. Currently, the couple has streams of businesses and has a level of security in the future. According to her, the financial constraint that resulted would have compromised their marriage, but they decided to make something positive out of it (McDonald, and McDonald, 2008). The couple has had other minor challenges, but they have managed to stick to each other. The story of their success seems impossible in a world where divorces are becoming a common procedure. Agnes mentioned that a couple should enter into marriage open-minded. According to her, a couple should be ready for challenges because they are inevitable. In addition, she highlighted the fact that each partner should have readiness of making sacrifices

The Way we really are Essay Example | Topics and Well Written Essays - 750 words

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HRM strategies and labour turnover in the hotel industry Essay Example for Free

HRM strategies and labour turnover in the hotel industry Essay The International Journal of Human Resource Management 9:1 February 1998 HRM strategies and labour turnover in the hotel industry: A comparative study of Australia and Singapore Angeline Cheng and Alan Brown Abstract This study explores the perceptions of HR managers on the strategic management of labour tumover in a selection of large hotels in Australia and Singapore, The main argument is that the effects of labour tumover can be mitigated with strategically managed human resources through the four key HR activities. The hotel industries in both Singapore and Australia revealed a comparable range of HR policies and practices being adopted, with an explicit recognition of the contribution an organizations human resources have on the bottom-line. There was a clear convergence towards minimizing tumover primarily through the recruitment, selection and induction processes. This was despite fundamental social, economic and labour differences between Singapore and Australia, Keywords Human resources, HR functions, labour tumover, hotel industry Introduction In recent years, there has been widening recognition that human resource management (HRM) strategies impact on an organizations perfomiance and bottom-line results, contributing to overall effectiveness (Nankervis and Debrah, 1995). Particularly in the service industry, the effective utilization of human resources can give an organization its competitive edge (Schneider and Bowen, 1993). This has led to an increased interdependency of corporate strategy with human resource management (HRM), By effectively linking HRM with organizational objectives and needs, human resources can be recruited, developed, motivated and retained towards gaining a competitive advantage, i.e. strategic HRM. In this unique industry, that essentially comprises both a production and a service aspect, both the creation and the rendering of services from the hotel to the customer are primarily achieved through the employee, i.e. the hotels representative. Therefore, the people essentially represent the industry (Lewis, 1989; Thompson and Abbott, 1990; Schneider and Bowen, 1993). The success of this industry is therefore dependent on the calibre of its employees and how effectively they are managed in order that they help the organization achieve its objectives (Nankervis and Debrah, 1995; Berger and Ghei, 1995). It is essential that the hotel industry develop efficient HRM practices and policies that enable them to recruit, select and retain competent employees who contribute to the achievement of their objectives. However, the hotel industry is constantly plagued with high staff tumover levels, resulting in high personnel costs incurred because of recruiting and training new replacements (Hom and Griffeth, 1995). With few staff staying longer than five years 0985-5192  © Routledge 1998 HRM strategies and labour turnover in the hotel industry 137 (BTR, 1990, cited in Nankervis, 1990), tumover contributes significantly to labour costs through high replacement costs (Riley, 1991a). With a skilled labour force needed in the trade and hotels increasingly providing the required training, premature tumover may waste a hotels sizeable investment in employee development (Beckert and Walsh, 1991; Hom and Griffeth, 1995). Many tumover studies have focused on other industry causes and effects. To date, however, comprehensive and substantial studies have not been conducted to determine the direct and indirect causes of tumover in the hotel industry, although some hotels have undertaken individual tumover analyses to address this issue (Nankervis, 1991; Debrah, 1994). This could be attributed to the fact that, even though employee tumover has financial consequences, the problem is often ignored because the costs are indirect and hidden (Donelly, cited in Hiemstra, 1990). Furthermore, many hotels may consider it simply part of doing business in this industry. This paper outlines some recent research which examined the impact of HR policies and practices in the respective hotel industries on labour tumover, specifically through the processes of (1) recruitment and selection, (2) orientation and socialization, (3) training and development, (4) performance management and (5) remuneration. The study focused on a selection of medium to large hotels in Singapore and Australia. Labour turnover and the hotel industry Denvir and McMahon (1992: 143) defined labour tumover as the movement of people into and out of employment within an organization. It can be voluntary or involuntary. Correspondingly, on the basis that people leave an organization for a multitude of reasons that may not be management-related, Eade (1993) further categorizes tumover into controllable and unavoidable tumover. For the purpose of this study, the focus was on voluntary and controllable tumover. Tumover in the hospitality industry has been shown to be unacceptably high (Kennedy and Berger, 1994), averaging up to 200 or 300 per cent per annum (Woods, 1992; Tanke, 1990; Boella, 1988; Wheelhouse, 1989), although substantial variations exist between different establishments. The literature has so far identified factors that impact on tumover rates as orientation and socialization processes (Kennedy and Berger, 1994; Woods, 1992); ad hoc recruitment and selection procedures (Bonn and Forbringer, 1992; Woods and Macaulay, 1989; Wagner, 1991; Wheelhouse, 1989); discrimination at the workplace (Antolik, 1993); training and development opportunities (Hogan, 1992; Hiemstra, 1990; Conrade et al., 1994); management styles (LeeRoss, 1993; Boella, 1988; Wheelhouse, 1989; Rowden, 1995; Woods and Macaulay, 1989); organizational commitment (Denvir and McMahon, 1992); competition and organizational culture (Woods and Macaulay, 1989); labour shortage (Debrah, 1994; Woods, 1992); stress and bumout (Vallen, 1993; Woods, 1992; Hom and Griffeth, 1995); the seasonal nature of the industry (Boella, 1988; Denvir and McMahon, 1992); and job dissatisfaction (Bonn and Forbringer, 1992; Hom and Griffeth, 1995; Wheelhouse, 1989). Relatedly, Denvir and McMahon suggested that labour tumover is not an isolated occurrence, where multi-dimensional aspects include low staff morale, substandard work performance and absenteeism (1992: 143). Each incident of employee tumover is estimated to cost up to $2500 in direct costs and $1600 in indirect costs (Hogan, 1992). However, the pervasive impacts of labour tumover on a hotels bottom line can be classified into two categories: (1) direct expenditure and (2) intangible costs. 138 Angeline Cheng and Alan Brown Direct impacts are essentially financial consequences that include administrative costs as a result of increased recruitment and training expenditure of new employees (Woods and Macaulay, 1989; Boelia, 1988; Woods, 1992; Riley, 1991a; Mullins, 1995; Mercer, 1988). The indirect consequences of tumover include productivity losses due to unfamiliarity of the workplace, poor service quality as a result of insufficient manpower (Denvir and McMahon, 1992; Riley, 1991a; Wheelhouse, 1989), compromised standards and low morale due to the constant departures of workmates; which are in tum integrally damaging to the hotels reputation (Woods and Macaulay, 1989; Riley, 1991a; Mullins, 1995) because dissatisfaction in the employee will ultimately lead to the dissatisfaction of the customer (Lewis, 1989; Boelia, 1988; Woods, 1992). Samuel (1969, cited in Denvir and McMahon, 1992: 144) summarized this when he stated that discontinuity in employment discourages people from entering the industry and encourages others to leave i t . . . [preventing] continuing relationships between employers and employees and so inhibits the growth of mutual responsibility. It involves heavy administration costs and a substantial loss of productivity through the breaking up of teams who are used to working together. However, Mount argues that labour tumover within an organization may not necessarily be detrimental. Rather, an organization thats choosing to thrive and grow must expect a higher tumover rate than companies that settle for the status quo . . . [where] more talented and experienced people replace those that are leaving, and the new workers take the organization to the next level (1995: 109). Price found that the hotel industry tended to live with high levels of labour tumover and rely on the extemal labour market to fill vacancies (1994: 47). However, high labour tumover cannot be excused as an inherent characteristic feature of the hotel industry (Mullins, 1995). Mullins suggested that an organization can theoretically influence tumover by various intervention processes (1995: 185) that include placement and orientation, job performance and training and development. Denvir and McMahon (1992: 146) further argued that individual hotels experience different levels of labour tumover, thereby confirming the view that tumover is partly within the control of management, and conflicts with the widespread impression that tumover is high and uniform throughout the industry, and hence an uncontrollable characteristic of the trade. This might therefore suggest that tumover is, in effect, manageable through effective and strategic human resource practices. Based on a recent pilot study undertaken by one of the authors (Cheng, 1996), the hotel industries would be perceived to have recognized the adverse effects of labour tumover (Debrah, 1994; Nankervis, 1993b) through the adoption of strategic human resource management practices. Specifically, five variables that will be considered are: (1) recruitment and selection; (2) orientation and socialization; (3) training and development; (4) performance management; and (5) remuneration. Central to all these process es [however,] is the critical activity of recmitment and selection practices (Mullins, 1995: 185). There have been numerous studies conducted on labour tumover that have focused on other industries. These may not be applicable due to the unique features of the hotel industry, as discussed earlier. For example, the organizational structure of the hotel may be a major determinant in influencing labour tumover, as compared to other industries. Riley (1991a: 18, 1991b: 237) estimates that operative and unskilled staff comprise up to 64 per cent of the entire staff population. This might therefore indicate limited HRM strategies and labour turnover in the hotel industry 139 promotional and developmental opportunities for lower-level employees, resulting in a movement of staff out of that organization to one that provides better career options. Labour turnover in hotels in Singapore and Australia Labour tumover in the Australian and Singaporean hotel industries has not been substantially researched and documented. This is despite the significant contributions made by the tourism industries in both countries to the respective economies. Tourism is arguably the nations largest single export earner in Australia (EIU, 1994b), with Singapores tourism correspondingly generating a surplus on its balance of payments travel account of around S$5 billion per year in recent years (EIU, 1994a). Employment growth in the hotel industry in both Singapore and Australia has been significant during the past decade (Table 1). A number of new large hotels have opened in both countries, creating significant job opportunities. In Singapore, this has been in a context of generally tight labour markets which has forced hotels into employing more part-time staff (Debrah, 1994). Correspondingly, in Australia, many of the jobs which have been created by the growth in the industry have also been part time, although not due to labour shortages. A survey of the Australian industry in 1991 (KPMG Peat Marwick Management, 1991) indicated a relatively plentiful supply of employees to the industry, although it noted that a general economic downturn in the industry was apparent at the time. Comparatively, surveys of the Singapore labour situation indicated significant shortages of labour in the industry (Debrah, 1994) The figures in Table 2 indicate that the hotel sector in Australia employs a much higher proportion of part timers than that in Singapore. Many jobs,  such as waiting Table 1 Growth in employment in the hotel industry Singapore Australia Year No. of employees Year No of employees 1980 1987 1992 38,620 54,412 74,136 1983 1986 1993 17,617 22,001 29,770 Source: Singapore, Department of Statistics, Economic Surveys Series, Hotels and Catering. ABS Cat No 8674 Table 2 Work-force composition Futl time Status Part time Age profile 70% of employees 35% of employees Australia 43,766 30,370(41%) 35 yrs 25 years Singapore 25,719 3,958(15%) 40 yrs 25 yrs Source: ABS Labour Force Australia, May 1991, Cat No 6203.0, ABS Cat No 8674: STPB Singapore Tourism and Promotion Board 1992 Survey of Tourism Manpower Deployment in Singapore; Economic Surveys Series, Hotels and Catering 1993; Department of Statistics 1995 140 Angeline Cheng and Alan Brown Table 3 Turnover rates in the hotel industry per annum Australia Singapore 45% 42% Source: Callus et al, 1991; 1995 Singapore Yearbook of Labour Statistics, Ministry of Labour (1991 figures) staff, kitchen hands and bar staff, are seen as transient jobs by young people such as students, due mainly to relatively few skill barriers and ease of entry. The data in Table 2 also show that the hotel labour force in both countries is relatively youthful. An implication of these statistics is that tumover in the hotel industry is partly due to the casual employment characteristics of the labour force, particularly in Australia. In Singapore, the relatively long period of buoyant labour market conditions may have led to job hopping. The tumover rates for the hotel and recreation industries is generally three times greater than the average for other industry groups in Australia (Callus et al., 1991), while in Singapore it is about average among various occupational groups (Singapore Ministry of Labour, 1995). However, these industry figures do disguise tumover rates at individual establishments which can vary considerably, as shown in the sample of hotels for this study. For Australia, the highest tumover rates are for front-line and service employees where the rate averages 43 per cent. Tumover is lower in larger hotels (KPMG Peat Marwick Management, 1991) and varies slightly according to gender, with annual tumover rates averaging 45 per cent for males and 38 per cent for females. The paucity of documented research and studies is evident through the limited amount and quality of material in this area. Studies on labour tumaround and retention have primarily focused on the UK and US hospitality industries (Woods and Macaulay, 1989; Bonn and Forbringer, 1992; Hogan, 1992; Alfus, 1992; Feiertag, 1993; Kennedy and Berger, 1994; Denvir and McMahon, 1992). The exception is Debrahs (1994) study of operative staff in Singapores hotel industry in view of environmental influences. Research design The study adopted a qualitative approach, employing a comparative case-study methodology towards researching the Australian and Singaporean hotel industries HR programmes on tumover. Commonly, qualitative research is where the study is done in its natural settings in an attempt to interpret phenomena through the meanings associated with them. Correspondingly, this research focuses on the phenomenon of labour tumover in the hotel industry, interpreted through the perceptions of HR managers within that trade. This qualitative approach also involves the studied use and collection of a variety of empirical materials, e.g. grounded theory procedure, surveys, observations, etc. (Denzin and Lincoln, 1994). Specifically, a personal interview, examination of relevant documents and multi-case study method were used for data collection and data analysis, respectively. The sample size for the study was six hotels in each country. They were medium-tolarge hotels, managed either as part of a consortium, an intemational chain, or as HRM strategies and labour turnover in the hotel industry 141 individual properties. An exploration of the views of HR managers, or managers responsible for the HR function, on the potential impact of HR strategies on managing labour turnover within their organizations was sought. In some cases follow-up telephone interviews were held with relevant HR personnel to clarify matters raised in the initial personal interviews. The targeted respondents were considered suitable on the premise that the participants, all senior managers, were primarily responsible for the development, formulation and implementation of key HR processes and strategies in relation to managing labour tumover, and would therefore have the required knowledge of HRM practices and business strategies (Ragburam  and Arvey, 1994). Consequently, this research basically reflects the perspectives and perceptions of these participants. The small sample size of twelve, typical of a study of this qualitative nature (Gay and Diehl, 1992), was considered appropriate, offering the opportunity to glimpse the complicated operations, character and culture of the hotel industry. In qualitative research, the sample tends to be small and purposeful, where the purpose lies in selecting information-rich cases for study in depth (Patton, 1990: 169). The subject population was pre-selected based on the primary criteria of size and rating of the hotel, i.e. at least 250 rooms and a minimum rating of four stars. However, the final sample was selected and determined on the basis of accessibility to the hotels and their targeted respondents. The sample for the Australian study came from the state of Westem Australia. Tumover rates in individual hotels ranged from 26 to 47 per cent per annum for Australia. Corresponding data for Singapore ranged from 48 to 120 per cent, although the highest tumover rate was for a new property which had only recently opened. Findings An equal sample size of six hotels was studied in each country. Although the properties in Singapore were generally larger in size and staff than in Australia i.e. maximum staff and rooms at 1,300 and 1,200 respectively in the fomier country, compared with 440 and 417 respectively in the latter human resource strategies employed in both cultures were largely similar. However, due to the different labour markets of the two industries, there were inherent differences in the importance and priorities placed on HR strategies, with regard to controlling and minimizing labour tumover. These are discussed below. Recruitment and selection Hiring practices employed by the hotels in both countries can be seen as having progressed from the adoption of purely traditional (advertising, walk-ins, selection interviews, reference checking, etc.) to more strategic approaches (networking, intemal labour market, behavioural interviewing, targeted selection, etc.) (Nankervis and Debrah, 1995; Nankervis, 1993b). This has primarily been influenced by changing labour markets, as well as the clear recognition that mitigating labour tumover begins with the hiring function, specifically the selection process. This is consistent with current literature that highlights selection as the predominant variable impacting on eventual tumover rates (Hom and Griffeth, 1995; Boles et al., 1995; Mercer, 1988; Dunn, 1995; Woods and Macauley, 1989), albeit recmitment and selection is generally considered an integrated function (MuUins, 1995; Croney, 1988; Nankervis, 1993b). 142 Angeline Cheng and Alan Brown This progress seems to be in part due to the general realization that people ultimately represent the crux of the industry, where they are the product and the providers of service (Nankervis and Debrah, 1995; Mullins, 1995; Thompson and Abbott, 1990; Lewis, 1989; Schneider and Bowen, 1993; Berger and Ghei, 1995). Hence, the ability to hire and retain the right kind of people to fit the organization, and give the organization a competitive edge (Schneider and Bowen, 1993) begins primarily with the selection process (Hom and Griffeth, 1995; Boles et al. 1995; Eade, 1993; Mercer, 1988; Dunn, 1995). There is evidence that hotels in both countries draw from a wide range of recruitment sources both intemal and extemal. Hotels in Australia and Singapore tend to place greater reliance on recmiting from an intemal labour market of current employees within the establishment and from other hotels which are part of the chain within the same ownership. Although this was perceived to be more evident in the Australian environment, this was inclusive of promotions as well as transfers of casual and parttime staff. There was also the consideration that Singapore had a more stable labour force of full and part-time employees, while the Australian hotel industry tends to rely on a higher proportion of casuals in employment, thereby implicitly contributing to tumover levels to a greater degree. However, in both instances, the use of this intemal labour source was predominantly restricted to supervisory positions and above, usually associated with a career development plan. Such efforts to develop career paths would assist in overcoming a major reason given for tumover in the industry in Australia  as identified in a survey (KPMG Peat Marwick Management, 1991). None the less, this effort has resulted in the per centage of managerial promotions, in at least one hotel each, as high as 85 per cent in Singapore and 95 per cent in Australia. Intemal allocative strategies are therefore encouraged where extemal recmiting costs can be reduced because, for example, current staff do not require re-training or acculturation into the organization; i.e. the direct costs of tumover (Woods and Macauley, 1989; Boella, 1988; Woods, 1992; Mullins, 1995; Mercer, 1988). As such, this can be perceived directly to drive staff tumover levels down (Simms et al. 1988; Debrah, 1994) through increas ed promotional and career opportunities (Woods and Macauley, 1989). Extemal sources of new recmits included: databases of previous applicants, unsolicited applicants, newspaper advertising, employee referrals, recmitment consultants, industrial attachments and networks with associates in the industry. Hotels in Singapore seem to be more resourceful in attracting new people with employee referrals becoming increasingly popular, where current employees are usually offered incentives for a new staff member employed on their recommendation. Although there is no scientific evidence to support this theory, hoteliers argue the general principle on the basis that birds of a feather flock together; that is, referred potential candidates would be expected to be of similar calibre, personality and behavioural qualities to the referrer since they are friends or family. This reduces the cost of extemal sourcing, as well as a diminished probability of tumover occurring through the yielding of more reliable and committed employees (Debrah, 1994). Networking is also more prevalent in Singapore than in Australia. Despite it being regarded as a form of people-poaching, it is considered common practice in Singapore. Hoteliers in Australia, on the other hand, generally do not support this mode of recmitment as it is considered there, to some degree, unethical and generally not very nice. Both countries, however, attributed their respective stances to the small but close-knit fratemity of the hotel trade. HRM strategies and labour turnover in the hotel industry 143 To combat the potential difficulties of building a full-time committed work-force in Singapore, Debrah (1994) in his earlier research, pointed to the use of part-time staff. Benefits that accme through employing regular part timers include increased flexibility in scheduling, thereby reducing the impact of tumover (Greengard, 1995), as well as lower wage outlays (Inman and Enz, 1995). Although this practice is prevalent in the Australian hotel industry, where sometimes up to half of the total employee population are part timers or casuals, part timers are usually hired on a needs basis and predominantly in the food and beverage (FB) or banqueting departments in Singapore (Debrah, 1994). Hotels in Australia are typically seen by young people as a source of casual employment due to ease of entry. A problem increasingly faced by Singaporean hotels due to rising educational standards and employee expectations is the shortage of applicants for the less desirable shift-work positions mainly at the operative level. One hotel, at least, has attempted to combat this through the hiring of foreign labour, mainly from Malaysia. While interviews remain a core selection device, there is an increased emphasis placed on the behavioural aspects of a potential candidate in both countries, where selection tools are used to assist in determining a persons personality, attitude and character in relation to the specifications that a position may require. It was felt that experience and expertise, although valuable, could be gained from training and development while attitude and personality were more important in new recmits in attempting to fit employees into a particular organizational culture. Singapore, however, has a more dominant use of the behavioural interview than Australia, where attitude is perceived to be more important than experience. This is assessed essentially through structured, oral employment tests given to potential candidates in the course of the interview. Berger and Ghei (1995) further argue that this method is more effective in the selection of new hires than more commonly practised approaches, e.g. reference checking, which the Australian hotel industry  utilizes extensively, biodata through weighted application blanks, etc. However, a sample of employment tests from a couple of respondents suggests that the behavioural interviews conducted in the Singapore hotel industry have a primary focus on the biodat a of a potential candidate. Current literature also supports a higher correlation between biodata and the eventual retention of that person (Dickenson and Ineson, 1993; Mitchell, 1989; Ineson and Brown, 1992) according to the past behaviours and reactions, attitudes, interests, etc. Reference checking was advocated by Dunn (1995) as a proactive and aggressive way of reducing tumover and maintaining a higher work-force quality. Despite obvious disadvantages like potential litigation consequences, e.g. defamation, negligent hiring suits (Dunn, 1995), the Australian lodging trade diligently adopts this approach when employing. There was significantly less importance placed on this method of selection, as apparent through its lack of use, by Singaporean hoteliers. Industrial placement, however, is a common practice in both countries. Although generally regarded as a labour source, industrial placement (referred to as work attachment in Singapore) has not been maximally utilized as a selection tool in either Australia or Singapore. Despite some evidence of it occurring, the potential benefits of effectively utilizing this practice as a selection tool are not being fully realized; for example, that applicants would ah-eady be familiar with the organization (Leslie, 19 91), thus having a realistic preview (Woods and Macauley, 1989), thereby increasing the retention probability for that person (Hom and Griffeth, 1995). At the 144 Angeline Cheng and Alan Brown same time, the applicant would already be trained in their area of operations, thereby directly and positively impacting on recmitment and training costs. The labour-scarce situation afflicting the Singapore hotel trade is, to a large extent, attributed as the major factor influencing modifications in local hiring practices, which supports earlier research (Debrah, 1994: Nankervis and Debrah, 1995). This is especially so in relation to the recmitment sources the industry approaches in seeking new  hires. However, some of these approaches may seem to exacerbate, rather than mitigate, labour tumover despite an acknowledgement of their detrimental effects. For example, networking as a labour source would probably indicate recmiting a new hire from another hotel. This would inevitably mean filling a position in one property at the expense of increased tumover in another. On the other hand, Australia has been comparatively slow in adopting more innovative methods of recmitment and selection, although there is an indication of a move towards a more strategic direction. Although acknowledged as an issue, tumover is not given priority consideration when hiring even though there is a recognized need for a match between the organizations values and the potential employee. Rather, a reduction in labour tumover is essentially considered an incidental benefit to the meeting of organizational and operational objectives. In summary, hotels in both countries are placing more emphasis on recmitment and selection practices in an effort to reduce the potential for labour tumover. Variations exist where Singapore places more emphasis on behavioural interviews, employee referrals and networking, while Australian hotels emphasize reference checks and assessing attitudes in the employment interview. Australian hotels also tend to use more casual employees than their Singaporean counterparts. Orientation and socialization Induction sessions in hotels of both countries were conducted regularly upon the employment of a new recmit, consistent with Mullins (1995) suggestion that orientation is basically a natural extension of the recmitment and selection function. Hotels in both Singapore and Australia were seen to conduct both general and departmental orientation (St. John, 1980; Kennedy and Berger, 1994; Eade, 1993) in order to provide overall hotel information, as well as specific job details. General orientation for new employees in Singaporean hotels ranges from two hours to 90 days, while in Australia between two hours and one and a half days is the norm. The content of these sessions is comparable and includes hotel cultures, employee handbook, mles and regulations, health and safety procedures, salary details and so on. More specific orientation is the responsibility of the employing department. The importance of this function in facilitating and sustaining the long-term retention of employees was perceived to be recognized by all respondents. It was basically a matter of familiarizing new employees with the daily operational requirements and culture of the organization (Mullins, 1995; Eade, 1993; Thompson and Abbott, 1990); that is, acculturating them into the organization in order to align their individual goals with that of the hotel. To encourage this assimilation, Singapore hoteliers tend to be more systematic in the orientation process and usually conduct interim and follow-up sessions to provide employees an opportunity for feedback (Eade, 1993) as well as to evaluate their progress (Day, 1988). These sessions were usually related to a probationary employment condition to which newcomers are subjected (Thompson and Abbott, 1990) in an HRM strategies and labour turnover in the hotel industry 145 effort to further ensure a person-position match for both the organization and employee. This practice, however, was more evident in Singapore (Nankervis and Debrah, 1995), since only two hotels in Australia had this system in place. For purposes of inducting and eventually training new employees, some hotels in Singapore have in place a buddy system where new employees are matched with seasoned, experienced staff members who are responsible for their training. This concept has been supported as providing new hires with the guidance that may be needed in training and providing answers (Eade, 1993; Day, 1988), particularly where there is a case of information overload, that is, too much information being disseminated within that short span of time. Despite the potential benefits of this practice, however, only one Australian hotel explicitly suggested the availability of such a system, but for specified lower-level positions only. Some of the available literature suggests that existing employees could, in effect, also reap positive experiences through an organizations induction  of new employees. This is based on the assumption that current staff would also have to adjust to changes within an organization, as, for example, to a new colleague (Sutton and Reis Louis, 1987; Day, 1988). Perhaps this lack of consideration of current staff might, to some extent, account for labour tumover that occurs, not within the confines of the induction [or] recruitment crisis (Thompson and Abbott, 1990; Mullins, 1995), but among seasoned employees who may have been conveniently overlooked in relation to organizational modifications. One way of potentially combating this problem is to conduct re-orientation programmes for staff. Deemed important by both the Singapore and Australian hotel industry, these sessions take into account old employees, e.g. people who have been with the hotel since its founding, sometimes up to twenty five years. The primary rationale is to reiterate organizational philosophies and values or to communicate recent or planned changes in a hotels culture or structure (Martin and Van Eck Peluchette, 1989). Despite the potential benefits, such sessions are only conducted by all Australian hoteliers, with only one hotel in Singapore administering annual corporate reorientations for seasoned employees. This is notwithstanding the age of some of the Singapore hotels, whose history may go as far back as twenty five years. Generally, induction is still regarded as exerting a significant and direct impact on the successful retention of employees. This relates to the consistency of products and services provided by the hotel industry primarily through its human resources (Denvir and McMahon, 1992). Therefore, orientation and socialization essentially serve the hotel industries by apprising newcomers of, acculturating and gelling them into to the organization, thereby minimizing the probability, and eliminating a potentially major cause, of labour tumover such that there is a stable foundation from which the hotel can operate. Training and development There is a clear recognition in both countries of the strategic contribution made by training to the retention of staff that the willingness to invest in an organizations people leads to an increase in their commitment and job satisfaction, leading to a reduction in staff tumover (Woods and Macaulay,  1989; Conrade et al., 1994). Training needs analyses are generally carried out by the hotels in both countries, although Singaporean hoteliers were perceived to be more systematic in establishing potential training requirements. There is a greater emphasis on analysing guest 146 Angeline Cheng and Alan Brown comment cards in the Australian hotel trade, whereas only two Singaporean properties explicitly take customer comments into account when determining training needs. One Australian hotel, on the other hand, basically depends on consultation sessions among staff to gain infonnation and feedback on potential gaps in employee training and development. Despite these systems of determination, only one hotel in each country had a training directory, with the remaining properties generally having a list that employees could be referred to. To some degree, this may reflect Conrade et al.s (1994) suggestion that, despite the importance and significance training is accorded within the industry, the reality of the availability of such planned, quality training programmes within hotels is limited. The content of training and development programmes was relatively similar in Singapore and Australia and included: language courses, quality management, health, stress handling and telephone etiquette. Job-related skills were also an important component of training. Much of this training is done in-house, although for managerial and supervisory employees extemal sources are usually utilized. None the less, there was an emphasis on the involvement of line employees in the administration of the training function. The Singapore lodging trade expressed this delegation of responsibility through the constant interaction between supervisor and employee (St. John, 1980; Day, 1988), whereas the Australian hotels validated this practice based on the training requirements of the industry, e.g. on-the-job training and as a control mechanism in training effectiveness (Day, 1988). This argument also aligns itself with Tysons (1995) suggestion that the HRM function will become more functional throu gh its integration with line management. Developmental opportunities were perceived to be linked to the training function in the industries of both countries. Employees are primarily trained to the requirements of their job, with a secondary focus on fulfilling their individual needs that is usually required to be in alignment with the operational needs of the hotel (Tracey and Tews, 1995; Walker, 1992; Mabey and Salaman, 1995). This again relates, to a degree, to the earlier argument, put forward with regard to the willingness to invest in people, that a workers need for growth and leaming can be met with a sense of morale and commitment (Mullins, 1995). Hotels in both cultures provide developmental opportunities for employees, generally incorporating an open-door policy, i.e. staff can approach and discuss with the HR department or person-in-charge their leaming directions and career aspirations. Most hotels adopt a more systematic and regular approach to involving employee feedback through the perfonnance management process; this will be discussed in greater detail in the next section. There was, nevertheless, a more methodical approach to career development in the Australian industry. Four hotels, compared to only two in Singapore, had adopted a formal targeted development programme for staff at all levels. This response does not take into account any future plans to formalize developmental opponunities in the hotels, is more evident in Singapore, where the youthful age of some of the hotels may have accounted for the cunent lack of systematic developmental practices. The presence of formal career paths may, in effect, reflect the progress Australian hoteliers have experienced in their attempts to modify a short-term employment perception (Timo, cited in Nankervis, 1993b), contrary to the recent findings of Nankervis and Debrah that suggested casual and transient employment was endemic (1995: 33) and a lack of formal career paths in the hotel industry. HRM strategies and labour turnover in the hotel industry 147 None the less, the existence of developmental opportunities were evidence of the hotel industries attempts to minimize voluntary staff tumover through long-term career opportunities in the trade (Nankervis and Debrah, 1995; Nankervis, 1993b). This consequently acts to offset the perception that labour tumover is an inherent and acceptable facet of the hotel industry (Mullins, 1995; Riley, 1991a; Woods, 1994; Meier, 1991), supporting the argument that it is manageable through effective HR practices. Mabey and Salaman (1995: 130) further argue that an investment [in an organizations people] will allow them to respond more effectively in a changing environment. This is especially tme considering the dynamic nature of the hotel trade, where consistency in service through an organizations people is considered most important (Denvir and McMahon, 1992; Anastassova and Purcell, 1995; Berger and Ghei, 1995). This may therefore be achieved through the use of training and development as an agent of change (Mabey and Salaman, 1995), where employees may be constantly informed and updated about, as well as strategically equipped for, the changing requirements of the hotel. Performance management Evaluating an employees performance is viewed as being very much related to employee development within the hotel trades of both countries. The prevalent adoption of this function in Australia reflects a significant improvement where earlier research (Nankervis, 1991, 1993a) showed a comparatively low usage of performance appraisal. A management-by-objectives (MBO) approach (Oberg, 1972; Kramar, 1994) to perfonnance management is used by all but one of the hotels in each country. This usually involves both supervisors and employees completing separate evaluation forms and conferring on the final report. Employee feedback and input are considered significant parts of the performance appraisal process, which is essentially modelled after the performance development plan (PDP) adopted by Harvey Hotels (Beckert and Walsh, 1991). The exceptions were primarily attributed to the fact that employee appraisal may not be as effective as a democratic process, for example where supervisors may not  want to create undue conflict and many attempt to be nice about the assessment. This would essentially introduce inaccuracy and prejudice into the procedure and would therefore reduce its effectiveness. Hotels in both countries distinguished between managerial and operative staff for performance management processes, with some hotels also having different appraisal standards among the particular levels of management, e.g. supervisory, middle management, etc. However, there was a general consensus on the criteria against which managerial and operative employees were evaluated: behavioural aspects were stressed for the fomier, with the latter being assessed on the more generic aspects of performance (Eade, 1993). In spite of the various appraisal methods available (Eade, 1993; Walker, 1992) (peer evaluation, subordinate appraisal, etc. all the hotels interviewed adopted a supervisor subordinate approach to assessing an employees performance and determining potential developmental requirements. However, half the sample in Australia adopted a combination of appraisal techniques, i.e. self-appraisal in conjunction with supervisor subordinate evaluation. This could be perceived to provide increased employee input, as well as a more balanced assessment of that staff member. The employee input was often 148 Angeline Cheng and Alan Brown viewed as an important mechanism for them to express issues relating to their developmental needs. One Singaporean hotel, however, was more rigorous in its appraisal process with the secondary supervisor also required to appraise the employee. This could be perceived to lessen any potential bias on the part of the immediate supervisor, and provide a more impartial and accurate evaluation of the worker. In Singapore, apart from assessing the overall performance of an employee through identifying and evaluating weaknesses and strengths, performance management was often used as a means of justifying remuneration adjustments. This was less common in Australia where award rates of payment rather than individual contracts govem pay rates. The frequency of conducting the performance management interview is also consistent between the two countries, i.e. either semi-annually or annually. In instances where probationary periods are required for newcomers, the first performance assessment occurs at the end of that period. Since probationary periods are more prevalent in Singapore, the early occurrence of this process also serves to diminish, somewhat, the incidence of staff tumover as a result of the recruitment [or] induction crisis (Mullins, 1995; and Thompson and Abbott, 1990), acting as an opportunity for feedback, clarification and identification of any necessary training needs. There was, none the less, an emphasis on determining an employees potential developmental needs through the identification of discrepancies in meeting performance objectives (Walker, 1992; Riley, 1991a). Exit interviews as a final evaluation process were a more commonly used among Singaporean hoteliers, even though there was one hotel in each country that did not see the need to undertake this practice. Despite the evidence that formal exit interviews are conducted with departing Australian employees, the ability to utilize the information derived effectively in identifying and isolating possible causes of tumover (Mok and Luk, 1995; Eade, 1993; Vetula, 1991; Kiechel, 1992), and consequently to propose necessary corrective action (Woods and Macauley, 1987), is more apparent in the Singapore hotel industry. Exit interviews in Australia are predominantly conducted as a routine process to ensure that final administrative matters are resolved before the employee leaves. Overall, although considered to be significant and contributory to the bottom-line, the performance management function is generally viewed as having an indirect effect on labour tumover in both countries, primarily through its determination of an employees training requirements, developmental opportunities and remuneration issues. Remuneration The role of remuneration was similarly perceived, in both industries, to be a  secondary factor through which labour tumover can be mitigated, especially monetary compensation. Generally incongruous with the limited literature that argues that remuneration is a major contributing factor in labour tumover (Hom and Griffeth, 1995; Woods and Macauley, 1989), the role compensation plays in the hiring and retention of staff was, however, acknowledged to primarily be through the concept of equity, value and satisfaction (Walker, 1992; Riley, 1991a). According to the expectancy theory (Mullins, 1995), there would be an increased tendency for people to leave an organization if a discrepancy existed between their expected and associated value, evident through the remuneration received. For example, if employees feel they are not compensated in accordance with the service provided to HRM strategies and labour turnover in the hotei industry 149 the organization, they would be inclined to feel unappreciated and undervalued, thereby contributing to their decision to leave the company. This diminished significance attributed to remuneration, however, does not discount the contributory role that compensation plays in a hotels tumover statistics, and associated consequences like labour shortage, hiring expenses, etc. (Woods and Macauley, 1989; Boella, 1988; Woods, 1992; Mullins, 1995; Denvir and McMahon, 1992; Riley, 1991a; Lewis, 1989). There is also a direct impact on an organizations bottom-line essentially through a potential reduction in employee start-up costs, which include orientation, socialization, training, etc. However, remuneration has a comparatively large influence on tumover in Singapore. Unlike the Australian hotel industry that pays award rates for operative staff, different hotels in Singapore pay different rates according to their individual collective agreements (Debrah, 1994). Because of the tight labour market (Debrah, 1994; Goh et al., 1995), potential employees are allowed to choose their employers and work environments, a process  which may include job-hopping to hotels that can afford to pay higher wages (Debrah, 1994). However, the differences in the impact of compensation policies on supervisory and managerial staff in Australia and Singapore were comparatively negligible. The remuneration received by these salarial staff is not performance-based, but positionbased, thereby hardly affecting decisions of tumover and retention. Remuneration in Singapore, however, refers to a total compensation package, unlike in Australia where it refers primarily to monetary compensation, i.e. basic pay. The package is generally inclusive of the basic wage or salary, insurance coverage and fringe benefits, e.g. discount rates at sister-hotels (Walker, 1992). Employees at this level tended to remain with their employer for factors other than money. The impact of remuneration on labour tumover can therefore be perceived to be secondary, although more direct in Singapore, under conditions of labour scarcity and a potentially competitive wage market. Even so, in Australia, where particular categories of employees, such as chefs, are in relatively short supply, remuneration packages may play a role in attracting and retaining them. However, the function of remuneration has not been ignored, particularly in relation to the concepts of expectancy and equity. In summary, people would leave if they are not compensated according to their expectations, suggesting therefore a direct, albeit minimal, influence on labour tumover. Conclusions This research suggests that hoteliers in Singapore and Australia are adopting a more strategic perspective to HRM in tackling labour tumover. In both countries the greatest emphasis was placed on recruitment, selection, induction, socialization and training and development practices as mechanisms for minimizing tumover. Performance management and remuneration strategies were seen as having a more indirect impact through the strategies listed above. The broad range of strategies adopted by Singapore hoteliers to combat the initial difficulties in recruitment (Nankervis and Debrah, 1995) reflect a longer-term approach to HRM. This could be attributed to the correspondingly higher tumover rates in the hotels and the countrys low unemployment rate, and hence the industrys concened effort to attract and retain committed employees. However, it needs to be recognized 150 Angeline Cheng and Alan Brown Table 4 Key differences in HR activities between Singapore and Australia HR practices and policies Singapore Australia Recruitment †¢ Employee referrals †¢ Networking †¢ Reliance on part-time staff Selection †¢ Structured interviews behavioural emphasis †¢ Skills tests †¢ Person-job specifications †¢ Structured interviews †¢ Reference checking Orientation socialization (induction) †¢ Follow up feedback sessions †¢ Buddy system Training †¢ Guest comments analysis †¢ Employee consultation Development †¢ Targeted development, e.g. management trainee programme Performance management †¢ Impact on remuneration policies operative levels †¢ Exit interviews †¢ Limited impact on remuneration policies Remuneration †¢ Annual remuneration review position perfonnance based †¢ Individual collective agreements for operative staff †¢ Package remuneration †¢ Annual remuneration review position-based only †¢ Award rates for operative staff †¢ Monetary compensation that the attention given to recmitment and selection is as much an operational matter as it is a strategic approach attempting to reduce tumover. Orientation and socialization processes were emphasized similarly in Singapore and Australia, although there was comparatively more utilization of probationary periods (Eade, 1993; Thompson and Abbott, 1990; Day, 1988) and a buddy system (Eade, 1993: Day, 1988) to ensure an employees effective assimilation into the hotel in Singapore. Training in both countries has been closely associated with the induction process, with the latter seeming to be considered a subset of the former. Because orientation involves the basic operational instmction of staff, it is perceived to be part of the overall training function. Nonetheless, tumover is perceived to be significantly influenced by willingness to invest in this function, and therefore in an organizations human resources, such that there may be an increased sense of job satisfaction and morale; thereby retaining staff (Woods and Macauley, 1989; Conrade et al., 1994). Although developmental opportunities are present in both Singapore and Australia, they are concentrated in the supervisory and managerial, and therefore skilled (Riley, 1991), levels of the organization. None the less, the correlation between developmental paths and an organizations tumover rates were apparent, that is the opportunity to grow and advance within an organization would offset a perception of h otel employment as HRM strategies and labour turnover in the hotel industry 151 transient and casual (Nankervis, 1993b; Woods, 1992; Riley, 1991a; Mullins, 1995; Denvir and McMahon, 1992) through the availability of true career  paths. Performance appraisal and remuneration policies have minimal impact on labour tumover, except on the operative staff in Singapore where wages are negotiable and individually determined according to the collective agreements of each property. 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