Research Articles Base: Personality Traits Sample Papers

Human resource development is the process of supporting employees to build up personal and work knowledge skills

Critical Analysis of HRD Intervention: New Employee Orientation Program Introduction             Human resource development is the process of supporting employees to build up personal and work knowledge and skills. This is a broad process including activities such as career development, training, performance evaluations, coaching and mentoring, succession planning, and organizational development. The thrust of human resource development is developing a superior workforce able to fulfill effectively the goals of the organization. (2001) Without human resource development programs, business organizations are unlikely to gain human resource capabilities necessary to accomplish its business objectives.             Human resource development interventions commence during the entry of new employees into the organization. Intervention at this stage is crucial since the quality of the start of employment have long-lasting impact on the continuity and longevity of employees as well as the quality of performance and outputs. Moreover, the development of organizational commitment starts during the first year of employment depending on the work experiences of new employees. ( 2001) Many new employees, especially new graduates have limited knowledge and skills in actual work situations and hold unrealistic expectations of the work environment. As such, they require sufficient guidance and support during the first months or even year of employment in the organization. (1998) Human resource development intervention for new employees could be formal or informal, with formal interventions hosted by the company while informal interventions could be in the form of coaching arrangements in work group or department assignment of new employees ( 2005). These would assist new employees adjust to their job assignments and work environment as well as develop a positive attitude and motivation towards work.             Orientations comprise one intervention for new employees because this welcomes employees into the organization by giving them information of the organization, the work, the different roles, and the work environment. It is at this stage that new employees develop a first impression of the company and assess their existing capabilities and potential to find their place in the organization. A diligently developed orientation program would have a positive influence on new employees, which could minimize turnover and translate to cost savings for the organization. (, 2000) The succeeding discussion assesses an orientation program developed for new employees in terms of its effectiveness in developing positive attitudes and motivating new employees. Overview of the New Employee Orientation Program             The New Employment Orientation Program forms part of the standard policies for new employees. The company values commitment and excellence in performance and the orientation program is a means of catalyzing these expected outcomes. The purpose of the orientation program is three-fold. First is to assure new employees of their decision to work at the company by providing a welcoming activity expressing the appreciation of the company for the interest of the new employees to join the organization. Second is to inform thoroughly the new employees about the company and its goals and values to help the new employees develop a comprehensive view of the organization and make sense of their roles and contributions in the workplace. Third is to address the concerns of new employees about the work, work policies, and work environment including the people they would work with, the managers and supervisors monitoring work, compensation and benefits, and workplace culture. After completing the orientation, new employees should be motivated to fulfill their roles in the workplace.             The orientation program constitutes a one-day activity held at the company conference hall. There are usually less than ten new employees hired at one time, making it easier to have one-on-one contact with the new employees. The orientation is a three-stage activity. First, is the information dissemination portion with the human resource manager providing an informal and interactive discussion of the company by drawing the perceptions and ideas of the new employees about the company and their work, the organizational structure, company vision and mission, and organizational culture. Second comprises a tour of the office building, introduction to the managers and some of the executives, direction to the utilities, direction to their workstations, introduction to their co-employees, and hands-on experience of actual work. Third involves discussions of compensation, benefits, performance evaluations, recognition and awards, promotion, training and development, and other matters concerning employment through a similarly interactive but directive discussion back at the conference room. The activity ends with a small welcome gathering attended by some of the executives, managers and employees. Assessment of the New Employee Orientation Program             The start of employment constitutes the stage of adjustment and transition for new employees, who would likely undergo different types of behaviors until they finally completely adapt to the work environment and culture (1998; 1998). Effective orientation programs could shorten the learning curve of new employees facilitating an expedient transition and adjustment period (2000). If achieved, the organization can expect positive performance from new employees in a short period. The new employee orientation program should assist in the adjustment of new employees during the stage of transition.             This means that the people handling the orientation program should be good teachers and experienced manager to represent effectively the company to the new employees. Employees and managers of business firms reflect the value and culture of the company so that interaction of new employees with representatives during the orientation supports perceptions of the business organization. (2005)             In relation to the one-day orientation programs for new employees, the head of the human resource department handled the orientation. The human resource manager has been in the company for ten years and has grown with the company values. She has the credibility to represent the company to new employees. With training and experience in human resource development, she also has thorough understanding of the concerns and issues that new employees would likely experience. This enabled the human resource manager to engage the new employees in meaningful information sharing and discussion to create a positive impression and perception of the company. In this sense, the assignment of the person to handle the orientation program for new employees effectively considered teaching traits and representation of the company.             The timing and schedule of the orientation also matters. The positive impressions or perceptions of new employees developed from the orientation should continue on to their actual work experience ( 2005). The schedule of the orientation and the start of actual should be proximate enough to encourage continuity.             Relative to the new employee orientation program, the schedule of the orientation is usually on a Friday and the start of work is the following Monday. The rationale is to allow the employees to contemplate on the orientation activity over the weekend and prepare for work the following Monday. The schedule or timing of the orientation program also supports the build-up of the energy level and motivation of employees from the orientation program to actual work.             The content of the orientation program should include the five Cs including context, communication, core competencies, compensation and culture. Context refers to the discussion of the purpose of the orientation and the expression of the expectations of the facilitator and the new employees. Communication refers to the utilization of communication processes to facilitate information sharing and the establishment of a feedback loop continued during the actual work. Core competencies means the discussion of capabilities and skills expected from the new employees and the support of the company in the development and enhancement of these skills. Compensation involves the personalized discussion of compensation and benefits including opportunities for promotion. Culture refers to the process of letting new employees experience the work culture of the company encompassing the working relationships, policies and rules, and operation of processes or systems. (2001)             In application to the new employee orientation program, all these aspects found integration into orientation activity. However, since the orientation only happened in a day, there was limited exposure to the company culture. The new employees only gained an idea of the work environment through observation as well as hands-on experience of the work they would do. This means that there would still be an adjustment stage for the new employees but this should involve a lesser time because of the orientation.             Overall, the orientation program for new employees is good with a high return rate. Based on the experience of the company, not all hired employees undergoing the orientation actually report for work during the first day of work (1998). A high return rate reflects greatly on the orientation. The company has a return rate of 9:10, which means that 9 out of every 10 employees undergoing the orientation report for actual work.             However, there are areas for improvement. One is the integration of creative and intellectually stimulating simulation activities into the orientation. As a service firm offering consulting services for various issues creativity and analytical skills are required competencies in the company. This would provide the new employees with a better experience of the company culture. Another is the involvement of more people in the orientation process. This would involve greater costs in terms of working hours but this would also support motivation of new employees.             These improvements find support in theories on organizational learning and human resource development. These theories focus on the importance of creating a high quality orientation experience to have a strong start in the areas motivation, job satisfaction, commitment, and loyalty.             Kolb’s learning cycle [See Figure 1 below] explains that there are four learning style options based on the four stages of the learning cycle, which also refers to the training cycle. By using a four-point matrix, the cycle encompasses differences in the learning style of individuals and explains the process of experiential learning.  2005)               The key assumptions of Kolb’s theory include learning as a cyclical and stage process as well as actual experience as a necessary component of learning. As a cycle, there are four stages of learning, which are: 1) concrete experience; 2) reflective observation; 3) abstract conceptualization; and 4) active experimentation (2005). These could also comprise points of reference in learning and the movement from one stage to another indicates a different learning experience. As such, learning can move from concrete experiences to reflective observation indicating cognitive processing as the process of learning as well as from the translation of abstract conceptualization into active experimentation constituting learning as improvements in action.             In application to the orientation program for new employees, Kolb’s theory means that the activities, content, and processes involved in the orientation should catalyze the learning cycle. To facilitate learning, experience is important ( 2005). The second stage of the orientation program involves hands on experience as the new employees tour the company and undergoes hands-on work such as taking calls from clients and addressing their questions or service requests as well as coordinating with other departments or with supervisors. By providing employees with experience, they can move to the second stage of learning in the cycle such as towards reflective observation and/or active experimentation in fulfilling actual work.             However, Kolb’s theory also implies the importance of the quality of the experience. Since the hands-on experience in the new employee orientation program is only for fifteen to thirty minutes, this would not likely provide high quality experience. As such, the recommended integration of creative and intellectually stimulating challenges would augment the experience of the new employees because they would exercise creativity and analytical skills on a daily basis in the workplace.             Concurrently, there are four styles of learning describing the point of reference and the direction of movement in the learning cycle. First is diverging style, which moves form concrete experience to reflective observation (2005). In the workplace setting, this usually happens when new employees accumulated experiences and then make judgments over their experiences to draw insights for various purposes such as to address problems or implement improvements. The experiences from the new employee orientation program supports judgments particularly on whether to report for work and their future in the company. Nevertheless, to ensure positive judgments to report for actual work, creative and intellectually stimulating activities mimicking the tasks of the new employees would mean better experiences and more certain judgments.             Second is assimilating style that involves movement from abstract conceptualization to reflective observation (2005). This means the reflection on theoretical learning relative to the information obtained and things experienced during the orientation. New employees, especially new graduates would learn a number of important things on how theories apply in real work practice. Again, the hands-on aspect of the orientation only covers a short period, which does not provide sufficient experience for in-depth reflection but at the least, new employees would have an idea about what to expect in starting work.             Third is converging style, which moves from abstract conceptualization to active experimentation or learning by practicing theoretical knowledge in real world contexts (2005). In relation to the one-day new employee orientation, this finds application in the hands-on experiences of their actual tasks, albeit only for a short period. Even so, the hands-on experience would support movement from theoretical knowledge and application in the real work setting.             Fourth is accommodating style that covers movement from concrete experiences to active experimentation. This means repeating and experimenting on experiences. (2005) The repetition of the hands-on experience during the orientation constitutes learning when applied in actual work experience. Experimentation would likely occur during actual work experience since there is no opportunity for improvements during the orientation, unless with the inclusion of new activities such as the recommended creative and intellectually simulation activities.               Learning commences as early as the orientation of new employees. The new employee orientation program commences the learning cycle. The commencement of the learning cycle creates a positive perception on the part of employees as well as an indication of the commitment of the organization towards human resource development ( 2001). This then ensures that new employees report for work as well as develop the level of motivation necessary to a satisfactory work performance ( 2005). However, concrete experience as the point of learning has weak support from the orientation because of the limited hands-on experience. Nevertheless, the orientation acts as a springboard for experience-based learning in actual work.             theory of transformative learning also supports the importance of integrating experience-based activities in learning activities. This theory explains that individuals hold particular habits of the mind based on previous experiences. These habits are carried on and likely changes only when significantly influential events challenge these habits or through a gradual process of change. (, 2001)             A number of perspectives emerged on the means of realizing transformative learning. One is critical reflection or the process of assessing assumptions and beliefs through interactions with other people holding similar and different perspectives. Interaction is necessary in critical reflection. Another is connected or relational learning that focuses on the learning within the social context and requires the building of social connections among the learners. This means that learning occurs by considering experiences in relation to other people. Still another is social action or change that pertains to learning in the form of change at the group or organizational level by considering group goals and the contributions or roles of the members. Last is the extra rational approach, which perceives transformational learning as facilitated by the unconscious processes occurring in individuals. This means that the change determining processes occur beyond the conscious or rational awareness of individuals. This implies the importance of emotions, insight, intuition, personality and social linkages. (2005) As such, transformative learning focuses on the factors influencing cognitive processes that create change. Although difficult to assess or measure, there are ways of influencing cognitive processes.             In application to the new employee orientation, transformative learning stresses on the need to include interaction and socialization in the activities as a means of influencing unconscious processes and create a positive response to the company (1998). Transformative learning finds importance in two situations. One is in the case of new employees who are also new graduates. This mode of learning would assist in the transformation from academic to the actual work setting. Another is the case of new employees with previous work experiences. Regardless of the reason for finding new work, those with previous work experiences have formed assumptions and expectations based on their previous experience that may or may not coincide with the practices of the company (1998). Transformative learning would support the reinforcement of assumptions consistent with company culture and change negative assumptions that do not apply to the workplace (  1998).             Consideration of the one-day new employee orientation program shows the integration of the elements of interaction and socialization through interactive discussions (1998; 1998). However, the activities do not focus on socialization to build relationships among the group. As such, even while the new employee orientation provides interaction it fails to support relationship building, which also influences positivist cognitive processing of the activity. This supports the recommended inclusion of creative and intellectually stimulating simulation activities applicable to the whole group.             While the two theories support the assessment of the new employees orientation program and provide insight on ways of improving this human resource development intervention, these also carry the limitation of being generic guidelines that do not consider differences among new employees in terms of socio-demographic background and personality. As such, it still falls on the responsibility of the personnel developing and implementing the orientation program to customize the activity according to variances in the individual and group characteristics of groups of new employees undergoing orientation (2000). Conclusion             Orientation for new employees is an important part of human resource development because this sets in motion the future outcomes of the employment relations.   theory applies to orientation programs by stressing on this activity as the commencement of learning.  theory also supports orientation programs by explaining that this activity can affirm positive habits and change negative habits blocking a positive experience in the company. Nevertheless, developing effective orientation programs also requires flexibility and customization to specific needs.     Credit:ivythesis.typepad.com

Human resource development is the process of supporting employees to build up personal and work knowledge skills

Critical Analysis of HRD Intervention: New Employee Orientation Program Introduction Human resource development is the proce...

Employees comprise the movers of business firms

Introduction             Employees comprise the movers of business firms. The contribution to organisational performance of individual employees comprise overall organisational performance. Attitudes of employees towards work affect individual contributions. The discussion explains employee attitudes, particularly job satisfaction, and identifies the drivers and causes by considering an actual work experience. Identification and Interpretation of Theory             Individual employees develop various beliefs, dispositions, emotions or perspectives towards different aspects of work, such as task assignments, physical workspace, working relations, and business organisation. Employee attitudes have three components, which are cognitive, affective and intentional/behavioural. The cognitive component pertains to the mental or intellectual processing of work-related factors. The affective component pertains to the emotional regard for work. Intentional/behavioural component refers to translation of the cognitive and affective components towards concrete actions. (1998) Job satisfaction is one form or manifestation of employee attitude.. (2001) defined job satisfaction as the affirmative and gratifying appraisal of job experiences. Job satisfaction affects job performance.  (2001) explained that the extent of job satisfaction depends on personality traits, self-evaluation. Optimistic personality and relaxed disposition supports job satisfaction while pessimistic personality and stressful disposition towards work thwarts job satisfaction. Job satisfaction depends on individual and work factors. ,  (2002) added that perceptions towards the job itself affect job satisfaction. Positive perceptions towards work lead to job satisfaction and negative regard for work lowers job satisfaction. Improving job satisfaction is through the development of a good personal and work attitude.  (1988) explained the relationship of job satisfaction with job performance in terms of important cause-and-effect behaviours.  (1995) links job satisfaction and job performance through behaviours constituting organisational citizenship. However, while the concept of job satisfaction has been able to explain the attitudinal factors determining job satisfaction and the link to job performance, it fails to explain the manner that these factors lead to job satisfaction. This makes empirical application important.     Analysis of Theory in Practice             I have a pessimistic attitude towards life that I carried in the workplace. Working in the service industry also supported my positive attitude towards work because service delivery enables me to build confidence in my ability to address the varying needs of customers. Being able to understand the problems of customers and provide them with satisfactory solutions are the things I like about work. When I think about work, my cognitive aspect tells me that it is good because the pay is good and the work suits my knowledge and skills. When I assess my feelings towards work, my emotional aspect tells me that work gives me a sense of pleasure because although work is sometimes tiring, I like my work, I have a good relationship with my co-workers, and the work environment is not constricting or stressful. In going to work, I always have the intention to come to work on time, complete my assigned tasks for the day, and do my best for the customers I serve.             As an employee, I experience the concept of job satisfaction or that optimistic regard for work and my role as a contributor to the achievement of organisational goals. I observe that my different colleagues do not always carry a similar attitude towards work. This meant that job satisfaction depends on personalities. I have a co-worker who was very pessimistic and had low self-esteem making her upset every time she takes a complaint call from customers. When upset, she also tends to focus on the negative remarks from the customers instead of focusing on understanding the problem and identifying solutions. She moved to another department after three months to fill a work not involving direct contact with customers. Job satisfaction also depends on the work itself relative to individual employees. This means that a better fit between work and individual employees supports job satisfaction. In the case of my colleague, it was apparent that the work involving customer service did not fit her personality or her work skills. As such, she exhibited lesser satisfaction with her job.             Job satisfaction has stark impacts on performance. My colleague received some constructive criticism for her performance during the regular performance assessments. This means that by having a low level of job satisfaction, my colleague’s performance also suffered. However, organisational citizenship or the belongingness to the company remained even with low job satisfaction since my colleague welcomed the change in department and work in the same company.      Evaluation of Theory in Practice             Based on the discussion of the theory and its empirical application, a number of recommendations for managers emerge. One, managers should focus on determining fit between employee personalities and attitudes with the rigors of work. Fit between employees and the work supports positive job satisfaction and significant degree of performance ( 2005). Work-related skills include hard and soft skills (2005) with hard skills pertaining use of tools and engagement of systems and soft skills referring to factors linked to dealing with people and relationships. The manager could have initially assigned my colleague to another department because her strength is not into the soft skills. Personality observations, psychological tests, or skills tests during the engagement and assignment of employees should have shown match or mismatch between the employee and the work (1998). Doing so would prevent the onset of job satisfaction. This highlights the importance of human resource management function in the hiring and selection of employees. Another, managers should also evaluate the work requirements, conditions, relationships and environment because these influence the level of job satisfaction of employees ( 2005). These work-related factors create a pleasant atmosphere for employees to enhance job satisfaction. Conclusion             Job satisfaction as one work-related attitude explains that personality and work environment are factors determining the differences in the level of job satisfaction of employees. Managers can improve job satisfaction by supporting the fit between personality and work as well as improving the work environment to foster optimistic attitudes of employees towards work.   Credit:ivythesis.typepad.com

Employees comprise the movers of business firms

Introduction Employees comprise the movers of business firms. The contribution to organisational performance of individual ...

Job satisfaction depends on individual and work factors

Introduction             Employees comprise the movers of business firms. The contribution to organisational performance of individual employees comprise overall organisational performance. Attitudes of employees towards work affect individual contributions. The discussion explains employee attitudes, particularly job satisfaction, and identifies the drivers and causes by considering an actual work experience. Literature Review             Individual employees develop various beliefs, dispositions, emotions or perspectives towards different aspects of work, such as task assignments, physical workspace, working relations, and business organisation. Employee attitudes have three components, which are cognitive, affective and intentional/behavioural. The cognitive component pertains to the mental or intellectual processing of work-related factors. The affective component pertains to the emotional regard for work. Intentional/behavioural component refers to translation of the cognitive and affective components towards concrete actions. (1998) Job satisfaction is one form or manifestation of employee attitude.  (2001) defined job satisfaction as the affirmative and gratifying appraisal of job experiences. Job satisfaction affects job performance.  (2001) explained that the extent of job satisfaction depends on personality traits, self-evaluation. Optimistic personality and relaxed disposition supports job satisfaction while pessimistic personality and stressful disposition towards work thwarts job satisfaction. Job satisfaction depends on individual and work factors.  (2002) added that perceptions towards the job itself affect job satisfaction. Positive perceptions towards work lead to job satisfaction and negative regard for work lowers job satisfaction. Improving job satisfaction is through the development of a good personal and work attitude.  (1988) explained the relationship of job satisfaction with job performance in terms of important cause-and-effect behaviours.  and  (1995) links job satisfaction and job performance through behaviours constituting organisational citizenship. However, while the concept of job satisfaction has been able to explain the attitudinal factors determining job satisfaction and the link to job performance, it fails to explain the manner that these factors lead to job satisfaction. This makes empirical application important.     ExampleExample             I have a pessimistic attitude towards life that I carried in the workplace. Working in the service industry also supported my positive attitude towards work because service delivery enables me to build confidence in my ability to address the varying needs of customers. Being able to understand the problems of customers and provide them with satisfactory solutions are the things I like about work. When I think about work, my cognitive aspect tells me that it is good because the pay is good and the work suits my knowledge and skills. When I assess my feelings towards work, my emotional aspect tells me that work gives me a sense of pleasure because although work is sometimes tiring, I like my work, I have a good relationship with my co-workers, and the work environment is not constricting or stressful. In going to work, I always have the intention to come to work on time, complete my assigned tasks for the day, and do my best for the customers I serve.             As an employee, I experience the concept of job satisfaction or that optimistic regard for work and my role as a contributor to the achievement of organisational goals. I observe that my different colleagues do not always carry a similar attitude towards work. This meant that job satisfaction depends on personalities. I have a co-worker who was very pessimistic and had low self-esteem making her upset every time she takes a complaint call from customers. When upset, she also tends to focus on the negative remarks from the customers instead of focusing on understanding the problem and identifying solutions. She moved to another department after three months to fill a work not involving direct contact with customers. Job satisfaction also depends on the work itself relative to individual employees. This means that a better fit between work and individual employees supports job satisfaction. In the case of my colleague, it was apparent that the work involving customer service did not fit her personality or her work skills. As such, she exhibited lesser satisfaction with her job.             Job satisfaction has stark impacts on performance. My colleague received some constructive criticism for her performance during the regular performance assessments. This means that by having a low level of job satisfaction, my colleague’s performance also suffered. However, organisational citizenship or the belongingness to the company remained even with low job satisfaction since my colleague welcomed the change in department and work in the same company. Recommendations               Based on the discussion of the theory and its empirical application, a number of recommendations for managers emerge. One, managers should focus on determining fit between employee personalities and attitudes with the rigors of work. Fit between employees and the work supports positive job satisfaction and significant degree of performance (2005). Work-related skills include hard and soft skills (2005) with hard skills pertaining use of tools and engagement of systems and soft skills referring to factors linked to dealing with people and relationships. The manager could have initially assigned my colleague to another department because her strength is not into the soft skills. Personality observations, psychological tests, or skills tests during the engagement and assignment of employees should have shown match or mismatch between the employee and the work (1998). Doing so would prevent the onset of job satisfaction. This highlights the importance of human resource management function in the hiring and selection of employees. Another, managers should also evaluate the work requirements, conditions, relationships and environment because these influence the level of job satisfaction of employees ( 2005). These work-related factors create a pleasant atmosphere for employees to enhance job satisfaction. Conclusion             Job satisfaction as one work-related attitude explains that personality and work environment are factors determining the differences in the level of job satisfaction of employees. Managers can improve job satisfaction by supporting the fit between personality and work as well as improving the work environment to foster optimistic attitudes of employees towards work.   Credit:ivythesis.typepad.com

Job satisfaction depends on individual and work factors

Introduction Employees comprise the movers of business firms. The contribution to organisational performance of individual ...

Human Resources Management refers to the philosophy,policies,procedures and practices related to the management of an organization’s employees

High Air             High Air is a successful construction company based in Los Angeles, U.S.A. The company is famous for its innovative and unique designs. Its office is laid out to resemble a sailboat dock with nautical flags and buoys as decorations. The company has a well-designed recruitment and selection system and the compensation packages that it offers are attractive and competitive. High Air has a reputation of work hard and play hard. The company had been successful in winning bids but in the past six months, the company has experienced various problems primarily resulting from its inability to attract bids. The management is starting to review its HR policies and procedures and thinks that in order to achieve the organization’s goals, HR policies and procedures must be aligned with the company goals.             Perhaps one of the root problems is the management’s low commitment to HRM. The top management does not view the HR department as a strategic partner. Another problem is the ineffective recruitment and selection process of the company. The recruitment and selection process of the company was well designed, however, there is a need to update and redesign the process in order to keep pace with the company’s changing goals and objectives. Another problem is about work-life balance. The employees are reporting high level of stress and they are expressing their concerns about the company’s lack of work-life balance programs to accommodate their personal/family responsibilities. Another problem is the declining employee performance which is caused by lack of motivation. There is also an increasing number of employees who leave or express their desire to leave the organization. Employee relations is also an area of concern for the management. These problems and concerns need to be addressed in order to achieve the company’s goals and objectives.   Contribution of HRM to Organization             Human Resources Management (HRM) refers to the philosophy, policies, procedures, and practices related to the management of an organization’s employees. Human resources management is particularly related with all the activities that contribute to successfully attracting, developing, motivating, and maintaining a high-performing workforce that results in organizational success ( 2002,). Human resources management covers the every aspect of the relationship between the individual and firm including recruitment, contractual obligations, individual training and motivation, corporate planning, performance monitoring, grievance handling and general welfare, dismissal and redundancy ( 2002,). Human resources management involves the establishment and execution of policies, programs, and procedures that influence the performance, capabilities, and loyalty of the employees of an organization. Through these policies and procedures, individuals are attracted, retained, motivated, and developed to perform the work of the organization. It is through these policies and procedures that the organization seeks to mold and shape the actions of its employees to operate successfully, comply with various public policies, provide satisfactory quality of employment, and improve its position in the market place through strengthened ability to compete and serve ( 1996). HRM is increasingly viewed as a source of competitive advantage and its processes and procedures as contributors to the organization’s success. Over the years, HRM has become an integral part of every organization that deals with HR affairs, policies and processes. Now the HR department is being viewed as a partner and works closely with the top management and the employees. HRM contributes to the success of the organization through the following: 1. It provides the right kinds of talent to the organization at the right time. HRM is expected to assure that a supply of qualified labor in a timely fashion (1996). 2. It ensures that the organization is properly staffed. When done effectively, the staffing, recruitment, and selection process provides a flow of qualified individuals for filling open positions within the organization on a timely and efficient basis (1996). 3. Using appraisals, the employees are assesses and evaluated. Employee appraisals have very profound implications for both the employees and for the future success of the organization ( 1996). 4. Using effective pay systems, the management can focus employees’ efforts toward desired organizational goals (1996). 5. Ensures that the employees are properly skilled to perform their tasks and supports the organization’s growth through career development. The goal of training as part of the human resources management processes is to create cost-effective programs that build the skills to perform effectively (1996).   Recommendation: Strategic Human Resource Management             Perhaps one of the most beneficial moves that the management can make is acknowledging the importance of the HR department in achieving the goals and objectives of the company. The management must view the HR department as a strategic partner rather than just a department in the organization. This is where Strategic Human Resource Management comes into play.             Strategic human resource management involves the linking of HRM with the strategic goals and objectives of the organization in order to achieve a progressive business performance and achieve an organizational structure that promotes innovation and flexibility (1991). Strategic HRM according to   (2004) has emerged as a major approach to improving the competitive advantage of the firm. The goals and objectives of HRM are aligned with the strategic objectives and plans of the organization. The role of HRM is to determine the human resources needed to support strategic objectives and to ensure that employees are selected, trained, evaluated, and rewarded in ways that further the achievement of business objectives. Strategic HRM is frequently described as a linear, balanced process that begins with the identification of goals that will guide human resource practices. The integration of the HR programs with the goals of the organization will result to the organization’s increased value. The recruitment, compensation, performance appraisal, promotion, training and other functions are designed and managed so that they work towards the strategic objectives of the firm . Strategic HRM has the purpose of improving the way that human resources are managed within firms. The main objective of strategic HRM is to improve organizational performance as judged by its impact on the organization’s declared corporate strategy (2004). Strategic human resources management means accepting the HRM function as a strategic partner in both the formulation of the organization’s strategies and the implementation of those strategies through activities such as recruiting, selecting, training, and rewarding personnel (2002). The enhanced value of innovation in determining competitive advantage requires organizations to attract, train and develop, and retain employees of the highest quality. Over time and throughout rapidly changing circumstances, organizations must be able to sustain the competitive advantage that the knowledge and skills of these employees provide. In the past, competitive advantage could be gained through finding better, cheaper access to financial capital, or marketing a new product, or inventing some new technologies. While cheap and ready access to capital, high-quality products, and new technology remain important components of any organization’s competitive advantage, today’s business environment requires a greater focus on the human resources element in business. Out of this realization has come SHRM ( 2002). Key Roles of Strategic Management that add value           According to  (1995), HR has important value-added roles in the organization. These roles must be effectively delivered by the HR because they are essential to the achievement of the organization’s goals. The HR roles according to (1997) are: 1. Management of strategic human resources The focus of this role is on the alignment of the HR strategies and practices to the business strategy. The HR professional becomes a strategic partner that creates a concrete HR practices based on the organization’s strategy. 2. Change and transformation management This role is also seen as a source of added value to the organization. The HR professionals must help to identify and implement the change processes all throughout the organization. The HR professionals act as mediums and guards of cultural changes. 3. Employee management This role address issues such as the daily problems, expectations and needs of employees. Identifying and meeting the specific needs of the employees will result to better employee contribution. 4. Management of the administration of the organization The role of HRM is to make sure that the administrative processes like involving hiring, training, evaluation and promotion are designed and delivered efficiently and correctly.   New Functions of HRM             I cannot emphasize enough the importance of viewing HRM as a strategic partner of the organization. The company needs to develop new functions of HRM and to enlist the HR department in the achievement of the company goals and objectives. Over the years, the functions and responsibilities of HRM has changed. The HR department of High Air must serve the following functions: 1. HR as Human Capital Steward – As a Human Capital Steward, HR contributes to strategic capabilities by developing, leveraging, renewing, and nurturing a firm’s stock of knowledge, skills, abilities, interests, and talents. HR is there to help ensure that every individual is able to make value added contributions by identifying and cultivating individual competencies and capabilities. HR delivers people strategy by ensuring that renewal and rejuvenation are on-going activities. HR contributes to organizational success by initiating training and development activities and by creating a culture of continuous learning (2004). 2. HR as Relationship Builder – The role of Relationship Builder focuses on creating programs and practices that enable employees to encourage, facilitate, nourish, and sustain relationships among fellow employees, customers, suppliers, firms in complementary arenas, and at times, even rivals. HR can deliver people strategy by contributing to a firm’s ability to leverage its resources and develop strategic capabilities and core competencies by helping individuals build a strong web of relationships ( 2004). 3. HR as Knowledge Management Facilitator – It is not enough simply to hire employees and put them to work. Strategic capability requires a firm to be able to create and disseminate knowledge among its employees. HR can play a vital role in facilitating organization learning and knowledge sharing between employees, among departments, throughout the organization, and with external co-producers. An important aspect of human capital stewardship is identifying people who want to learn. Employees need to be able to learn and unlearn continuously, to teach and be taught ( 2004). 4. HR as Rapid Deployment Specialist – The rapid pace and constantly changing environment that many organizations and industries confront creates another new challenge and new function for HRM: rapid Deployment Specialist. Strategic capability requires competence in rapidly assembling, concentrating, and deploying specific configurations of human capital in order to achieve mission-specific strategic goals. Rapid deployment of human talent requires adaptable employees. Workers need to be adaptable, versatile, and tolerant of uncertainty to operate effectively in the constantly changing global market ( 2004).     Recruitment and Selection         The recruitment and selection is one of the problematic areas at High Air. The recruitment and selection process is not aligned with the goals and objectives of the company. The recruitment and selection process fails to provide the company with competitive and qualified employees. The growing dissatisfaction of the employees with the recruitment and selection process must also be considered.             The recruitment and selection process cannot be a success if the job analysis is unclear and not updated. Job analysis is important for recruitment and selection because it is a systematic process for collecting information on the work-related aspects of a job (2001). An important part of job analysis according to(2002), is to collect information on the characteristics of a job that differentiate it from other jobs. The categories of information usually obtained in job analysis include work activities, interaction with others, performance standards, financial and budgeting impact, machines and equipment used, working conditions, supervision given and received, and knowledge, skills, and abilities needed . Job analysis is the foundation of recruitment and selection and other HR processes. Job analysis can be used in the following: 1. HRM Planning – In HRM planning, planners analyze an organization’s HRM needs in a dynamic environment and develop activities that enable an organization to adapt to change. This planning process requires accurate information about the levels of skill required in various jobs to ensure that enough individuals are available in the organization to meet the HRM needs of the strategic plan. Job analysis provides fundamental input to the HRM planning process by helping planners understand exactly what kinds of work must be performed. Job analysis helps define for managers the kinds of general work and specific jobs that the organization will be relying on in the future ( 2002). 2. Recruitment – The job analysis specifies the staffing required in completing the job duties. Job analysis can help the HRM specialists generate a higher-quality pool of job applicants by making it easy to describe a job in classified ads in a way that more precisely targets qualified job applicants. Job analysis helps recruiters screen job applicants because it tells them what tasks, duties, and responsibilities the job entails (2002). 3. Selection – Human resources selection deals with identifying the most qualified applicants for employment. To identify which applicants are more qualified, it is first necessary to determine the tasks that will be performed by the individual hired and the knowledge, skills, and abilities the individuals must have to perform the job effectively. Job analysis information can also be used to choose or develop the appropriate selection devices ( 2002).   Recruitment is defined by  (2002) as the process in which organizations discover, develop, seek, and attract individuals to fill actual or anticipated job vacancies. Recruitment is concerned with finding applicants, communicating opportunities and information and generating interest. It includes interview screening, and selection of most qualified candidates, filling positions through transfer or promotion, and coordinating temporary employment. The aim of recruitment is to identify a suitable pool of applicants quickly, cost efficiently, and legally. Selection on the other hand is the process of obtaining and using information about job applicants in order to determine who should be hired for short-or long-term positions (2002).   Recommendations for Recruiting             Recruitment is an important HR process that needs to be prioritized. The employees at High Air complains about the ineffective recruitment process. In order to ensure that the recruitment process is effective and successful the company must: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Develop a recruitment policy and system that are aligned with the company’s goals and objectives.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Conduct needs assessment to determine the current and future human resource requirements of the organization. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Identify the potential human resource pool inside and outside the organization.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Conduct job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Assess qualifications profiles drawn from job analysis and job descriptions that identify responsibilities and required skills, abilities, knowledge and experience.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Document the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.</li> </ul>                 The company needs to employ more methods of recruiting other than the traditional newspaper advertisements and employment agencies the company can also make use of Internet Recruiting. 1. Advertisements – Advertisements in newspapers and related publications are popular methods of recruiting. High Air can still have its job posting in various newspapers and magazines as it allows the organization to cast a wide net, to publicize and demonstrate an effort to reach every sector of the labor market. 2. Employment Agencies – Employment agencies can still be helpful for High Air. Public employment agencies run by local governments have an up-to-date list of unemployed persons. They also provide service for individuals seeking employment and for business organizations seeking employees. Private employment agencies differ considerably in the level of service, costs, policies, and types of applicants they provide ( 2002). 3. Internet Recruiting – Using the internet is faster and cheaper than many traditional methods of recruiting. High Air can post jobs on internet sites for lesser amount that in prints, remain there for longer period of time, and are available twenty-four hours a day. Candidates can view detailed information about the job and the organization and then respond electronically. Given the disperse geographic make-up of Los Angeles, internet recruiting has the potential to reach more job applicants.   Recommendations for Selection             At the heart of any effective selection system is an understanding of what characteristics are essential for high performance. In order to help the organization in choosing the best applicant, the information obtained from the job analysis is used in creating a job specification. The job specification sets the criteria or the knowledge, skills and abilities that an applicant must posses in order to fulfill the job successfully. The selection criteria of the company are the following: 1. Education – the educational attainments of the applicants are assessed in order to identify the individuals that posses the right abilities and attitudes. 2. Experience – experience is another criterion that the company uses in the selection process. Experience refers to the amount of time individual spent working, either in a general capacity or in a particular field of study. Experience is presumably an indicator of an individual’s familiarity with work, his or her ability to work, and a surrogate measure of a person’s competencies as an employee. 3. Skills and Abilities – skills and abilities are another set of selection criteria. Skills and abilities relate more precisely than do experience or education to the specific qualifications and capabilities of an individual to perform a specific job. 4. Personal Characteristics – personal characteristics reflect the individual’s personality and may be in certain kinds of job.                         High Air can use different selection tools in order to ensure that the section process is effective and fair.   In addition to the organization’s current selection method, which is job interview several selection methods can be used to add to the effectiveness, reliability and validity of the selection process. Reference and Background Verification Reference checking, which involves collecting information from applicant’s previous employers provides a potentially useful means of assessment. Reference checks serves two important purposes. One is to verify information provided by applicants to ensure that they have not fabricated their qualifications and past work histories. Reference checks also provide information about applicants that might predict job performances. The topics addressed during a reference check are: dates of employment, job titles held, rate of pay, attendance, performance evaluations, discipline problems, character traits, ability to get along with other, strengths and weaknesses, overall opinion of candidate, and person’s reason for leaving (2002). Employment or Ability Tests Employment and ability tests can also be used by the organization in order to make its selection process more effective. An employment test is a device for measuring characteristics of an individual to include factors such as personality, verbal and quantitative skills, intelligence, o aptitude. Such tests are generally administered before the final stage of interviewing. The testing of applicants offers two advantages: test results seem to be objective and free from personal bias, and they are usually expresses numerically so that they lend themselves to statistical analyses and thus can be validated ( 2002) Work sample tests are widely viewed as fair and valid measures of job performance, as long as the work samples adequately capture the variety and complexity of tasks in the actual job (2002). Personality tests refers to the unique blend of characteristics that define an individual and determine his or her pattern of interactions with the environment Personality tests, according to (1982) are designed to assess a variety of personality characteristics that are important for applicants for certain jobs.       Work-Life Balance         Work-Life balance has never been more important. Different factors led to the growth of work-life balance arrangements. In the case of High Air, geographic restrictions have caused the company to require employees to come earlier to work. On the one hand, this is advantageous but on the other hand, this is also a potential source of stress and dissatisfaction. The company needs to come up with more accommodating arrangements which will allow the employees to balance their responsibilities at work and their responsibilities at home and their persona lives.   Recommendations for Work-Life Balance 1. Flexi-time – Flextime (flexi-time) is a scheduling option that allows workers to select their starting and quitting times within limits established by management. There are generally core hours when all employees must be present. Although starting and quitting times vary, employee are required to work a standard number of hours within a given time period ( 2001). There are several variations on the use of flextime such as fixed starting and quitting times that vary daily, variations in the length of day with required core hours, and variations in the length of day without mandatory core hours. Some flextime programs allow workers to bank hours for the future (Olmstead and Smith 1994). There are different forms of flexible working that High Air can offer the employees: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Formal Flextime – Formal flextime programs allow workers to vary their starting and ending  times, and in some cases, even the number of hours that they work in particular weeks. Generally flextime programs involve establishing a period of “core” hours when all employees are required to be at work ( 2004). </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Time Banking – Time banking or working times accounts involve keeping track of hours worked in ‘accounts’ for individual workers. Like some flextime programs, time banking permits workers to build up ‘credits’ or accumulate ‘deficits’ in hours worked, up to a maximum amount; however, the periods involved are much longer, ranging from several months to a year or more. The rules of the specific time banking arrangement determine how and when the excess hours accumulated in the time banking account can be spent (2004). </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Annualized Hours – Annualized hours allow for variations in working time over a longer period. Typically, annualized hours schemes set an average number of hours to be worked per week over a specified period of time, called the ‘reference period’, which may vary from several weeks to as long as an entire year. This approach allows firms to increase hours of work during periods with a high volume of work, which can then be offset by shorter hours of work at other times when the company’s workload is less. The number of hours to be worked in any given week is determined by employers based on the needs of the enterprise, typically within a certain band of maximum and minimum weekly hours, subject to any additional conditions that may exist in collective agreements such as minimum notice periods. Annualized hours schemes can also be combined with elements of flexi-time or time banking in a myriad array of arrangements that are often unique to a specific enterprise ( 2004).  </li> </ul>       Employee Motivation and Retention         In an environment where employees are highly mobile, meaning they can transfer from one job to another, the company needs to come up with strategies to keep their valuable employees and at the same time attract talented and qualified individuals. The management must focus on employee retention strategies particularly those that coincides with motivation. Motivation is an important factor is it affects performance and the desire of the employees to stay or leave the company.             According to  (2002), motivation is the process of satisfying internal needs through actions and behaviors. It is concerned with a composite of mental and physical drives, combined with the environment that makes people behave the way they do . According to  (2004), motivation is about something within you impelling you to move forwards, to achieve a goal, to make progress in a task. The ‘something’ is the driving force may be a need, or desire, or an emotion but it leads you to act in a certain way. Signs of motivation in a person are an energy and determination to achieve.   Recommendations for Increasing Employee Motivation and Retaining Them 1. Pay for Performance – Pay for performance refers to any compensation method that ties pay to the quantity or quality of work the person produces. For a Pay for Performance plan to be successful, according to  (2002), the manager must: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ensure that effort and rewards are directly related</li> </ul>             The incentive plan should reward employees in direct proportion to their          increased productivity. Employees must also believe that they can actually         do the tasks required. Thus, the standard has to be attainable and the     manager and organization have to provide the necessary tools,            equipment,     and training to meet it.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Make the plan understandable and easily calculable by the employees. </li> </ul>             It should be easy for employees to calculate the rewards they will receive        for various levels of effort.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Set effective standards that will benefit the organization. </li> </ul>             The standards should be viewed as fair by employees. They should be            high but reasonable; that is, there should be about a 50–50 chance of         success. The goal should also be specific, such as, “decrease the work   order by 10 percent.” This is much more effective than telling someone to       “do your best.”  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Guarantee the program. </li> </ul>             The rewards offered for a particular level of work should be viewed as a          contract between the organization and the employees. Once the plan is           operational, great caution should be used before decreasing the size of          the incentive in any way.  <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Guarantee a base rate. </li> </ul>             It is often advisable to give employees a safety net by providing them with       a base pay. They will know that no matter what happens, they can at least        earn a guaranteed minimum amount. 2. Spot Awards – A spot award is a financial award given to an employee literally on the spot as soon as the laudable performance is observed. Spot awards have a sound basis in motivation. For example, to the extent that the rewards are both contingent on good performance and awarded immediately, they are certainly consistent with the expectancy approach, and provide the recognition most people desire ( 2002). 3. Recognition – Most people like to feel appreciated. Being recognized for a job well done – and not necessarily just financially – makes a lot sense in terms of motivation theory. Immediate recognition can be a powerful reinforce, for instance, and can provide some immediate outcomes to counterbalance the employees’ inputs and efforts. Recognition also underscores the performance-reward-expectancy link, and it helps appeal to and satisfy the need people have to achieve and be recognized for their achievement. 4. Job Redesign – Job design refers to the number and nature of activities in a job; the basic issue in job design is whether jobs should be more specialized or, at the other extreme, more “enriched” and no routine. Job enrichment means building motivators like opportunities for achievement into the job by making it more interesting and challenging. This is often accomplished by giving employees more autonomy and allowing them to do much of the planning and inspection normally done by their managers ( 2002). 5. Employee Empowerment – Empowering employees is a popular approach to work organizations. It means giving employees the authority, tools, and information they need to do their jobs with greater autonomy, as well as the self-confidence required to perform the new jobs effectively. Empowering is inherently a motivational approach. It boosts employees’ feeling of self-efficacy and enables them to more fully their potential, satisfying high-level needs for achievement, recognition, and self-actualization. Empowerment results in changes in employees’ effectiveness. The result is that people take more initiative and persevere in achieving their goals and their leader’s vision even in the face of obstacles. In order to effectively empower the employees, the manager must: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Make sure people understand their responsibilities</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Give them authority equal to the responsibilities assigned to them</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Set standards of excellence that will require employees to strive to do all work “right the first time”  </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Provide them with training that will enable them to meet the standards</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Give them information that they need to do their jobs well</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Trust them</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Give them permission to fail</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Treat them with dignity and respect  </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Provide them with feedback on their performance  </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Recognize them for their achievements  ( 2002)</li> </ul>               The recommendations are based on the belief that a motivated employee does not only perform well but also has an intense to stay in the job. In order to retain valuable employees, the company must first seek to motivate them. I believe that pay and monetary rewards are not the only reasons why employees stay in an organization. More than the financial gains that an employee receives, non-monetary rewards are also important in motivating and retaining employees. Another issue that I will be discussing in the next section (which is one of the cited reasons why employee retention is low at High Air) is the lack of clear training and development opportunities or programs at High Air. Career Development         Gone are the days when employees only demand for fair salaries. The employees of today also value training and development. Employees look for opportunities to further their careers and they are constantly searching for ways to reach the top of the corporate ladder. Career Development is very important not only for the employees but also for the organization as the quickly changing business environment requires organizations to have a flexible workforce.             The employees are complaining about the lack of development programs that will help them advance their careers. The company needs to focus on Career Development Programs. Career Development, Planning and Management             Career Development is an organized, planned effort comprised of structured activities or processes that result in a mutual career plotting effort between employees and the organization. Within this system, the employee is responsible for career planning and the organization is responsible for career management ( 1998). Career development is an ongoing, formalized effort by an organization that focuses on developing and enriching the organization’s human resources in light of both the employees’ and organization’s needs. Career Development is primarily the responsibility of the organization. On the other hand, the employee is responsible for planning his or her career. Career Planning is a process of setting up employee career objectives and developing activities that will achieve them. According to  (2002), career planning is the process by which an individual formulates career goals and develops a plan for reaching those goals. Career Management refers to specific human resource activities, such as job placement, performance appraisal, counseling, training, and education. According to  (1991), career management is a set of programs that represent the organization’s requirements  Career management emphasizes the recognition and response to the changing interests and needs of employees as they grow and mature within the organization. Career management takes the organization’s point of view in putting together job ladders, career paths, rotation programs, and planned learning activities to improve the supply of talent among current employees (1996).   Recommendations for Career Development 1. Effective Performance Appraisal – Performance appraisal plays an important part in career development. The effectivity of a performance appraisal starts with the adequate explanatory material about the performance appraisal system and how it works ( 2003). In addition, the organization should employ the developmental approach in performance appraisal. The organization should use this approach is to motivate and direct individual performance as well as career development efforts. The focus should be on future planning; counseling and interaction between the manager and employees. Emphasis should be placed on goal setting as well as review. This appraisal system allows the manager, supervisor and employee to share responsibility. The basis of this approach is future goals and plans for future development. The organization must use a performance appraisal system that will help in the development of a person’s career as well as enhance communications and understanding ( 1998). Walker 1980, provided different techniques that can be used by managers and human resource managers. These are: 1. Narrative appraisals – open-ended interaction regarding individual performance 2. Goal setting and review – identification of goals mentally, followed by comparison of performances against those goals 3. Rating scales – performance is measured against predetermined factors 4. Checklists – performance is rated against a list of normative factors 5. Critical incidents – examples of good and bad performance are identified by the appraiser as they occur and maintain until review 6. Ranking – relative performance is completed by the appraiser Any or all of these methods can be utilized by the managers and human resource personnel in the performance appraisal of employees. 2. Career Pathing – Career pathing is a technique that addresses the specifics of progressing from one job to another in the organization (Sims 2002, p. 228). It can be defined as a sequence of developmental activities involving informal and formal education, training, and job experiences that help make an individual capable of holding jobs that are more advanced. The organization must be formally defined and documented. The formalized career paths lead to precise descriptions of chronological work experiences as well as how the different sequences relate to one another. The organization must use career pathing activities that will enhance skills, competencies, and knowledge of employees. Organizations use three existing career paths ( 2002). The organization should develop effective career pathing programs that: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Include lateral and downward possibilities, as well as upward possibilities</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Are provisional and quick to respond to changes in organizational needs</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Are flexible enough to take into account the qualities of each employee</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Specifically define each jobs along the paths in terms of acquired skills, knowledge, and other detailed qualities ( 1999) </li> </ul> 3. Career Counseling – Career counseling is the activity that integrates the different steps in the career-planning process. Career counseling may be performed by an employee’s immediate manager, a HRM specialist (or a combination of the two), or outside consultants ( 2002). The immediate manager must be the one to conduct the counseling with appropriate input from HRM personnel. According to  (2002), the immediate manager generally has the advantage of practical experience, knows the company, and is in a position to make a realistic appraisal of organizational opportunities. The managers should be well trained in conducting career counseling. Generally, managers who are skilled in basic human relations are successful as career counselors. Developing a caring attitude toward employees and their careers is most important. Being receptive to employee concerns and problems is another necessity.             The career counseling programs that the organization must employ should address a wide variety of career-related issues and are readily accessible to people in the organization.   Task 5: Employment/Labor Relations             Labor Relations according to Sims (2002) is the process of dealing with employees who are represented by a union. A labor union can be defined as an organization of employees that uses collective action to advance its members’ interests in regard to shared job-related goals, including items such as higher pay, shorter working hour, enhanced benefits, and better working conditions. Collective bargaining, a specific aspect of labor relations is the process by which unions seek to manage their working environment. Collective bargaining is the process by which managers and union leaders negotiate acceptable terms and conditions of employment for workers represented by unions.   In order to form positive relations between the company and its employees, the CEO needs to possess the following knowledge, skills and abilities: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Knowledge of labor relations principles, practices, procedures, strategies, and trends including contract negotiation, interest based bargaining and dispute resolution</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Thorough knowledge of the principles, practices and procedures of private personnel administration as applied to labor relations issues</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Knowledge of laws and regulations and guidelines pertaining to labor relations</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Knowledge of the principles, practices and trend in benefits administration</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Knowledge of grievance procedures</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Excellent oral and written communication skills</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Good public speaking/presentation skills</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ability to develop, interpret and administer contract provisions</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ability to represent the organization effectively during bargaining sessions</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ability to analyze facts and make sound decisions based on evidence presented and applicable laws, rules and precedents</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ability to resolve conflict through persuasion, mediation, and negotiation</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ability to establish and maintain effective working relationships with company officials, employee representatives and regulatory agencies</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Ability to plan and to direct the works of others</li> </ul>     Credit:ivythesis.typepad.com

Human Resources Management refers to the philosophy,policies,procedures and practices related to the management of an organization’s employees

High Air High Air is a successful construction company based in Los Angeles, U.S.A. The company is famous for its innovative ...

Why Americans Love Their Cars

Why Americans Love Their Cars               Americans and their cars. Nowadays, there are more cars in a household than people to drive them, so says the Transportation Department (USA Today, 2003). The report says that there is an average of 1.9 cars, trucks, or sport utility vehicle in every household as opposed to 1.8 drivers per household. Although there has been a decline of number in the of people per household, there has been an increase in breadwinners per household, that is why there has been an increased number of cars. Plus, people do not want to use the vehicles they use for work, when they go to trips during weekends.             According to an article of Los Altos Town Crier published 2 February 2000, Americans with cars that are more than three years old tend to love their cars as much or more than members of their own family. The article was based on “Car Confessions”, a survey made by Goodyear Tire and Rubber Company’s new Gemini Automotive Care Centers. Almost 85 percent of vehicle owners in the United States maintain a car, truck, van or SUV that is more than three years old. Of that survey, 25 percent thinks their cars as a member of the family and 38 percent pampers their cars as they do themselves.             Americans’ love for cars is theirs’ alone. The countries where American ancestry can be traced do not reflect it. Europeans may have cars but they do not usually take it to out of town travels. Although some Americans also do this, most others still do the driving.             In the early 1900s, when cars that are affordable even to middle-class people have been available, Americans started to think of cars as a freedom machine. And their driver’s license as a ticket to freedom. This thinking does not only reside in the heads of teenagers. It has also been in the minds of adult drivers. Since then, Americans developed deep affinity to cars. It is because it represents their freedom and their personality. Also it represents the American way, their raw power, dream and the open road (Witsil, 1999).             As Americans love cars and driving, most likely they hate traffic. Everywhere in the world, commuters do not like the hazards of traffic. According to Professor Hani S. Mahmassani, one of U.S.’s traffic researcher from University of Maryland, “If we didn’t have to deal with drivers’ reaction times, we could fit four times as much traffic on the highways (Discovery Times, 2003).” The traffic jams described here are the ones that mysteriously pop up without any cause.             According to Discovery Times (2003), there are five stages in the Anatomy of a Traffic Jam. First, the traffic goes smoothly with fluctuations as drivers change lanes and vary their speed. Second, the number of vehicles in the highway has exceeded the highway’s limit, which is usually 2,400 drivers per lane per hour. Although having less room, drivers still continue to maneuver their cars from lane to lane. Third, as someone changes lane, vehicles behind him would momentarily tap their brakes. Of course, the driver behind the driver would also do the same but takes a fraction of a second to react. Fourth, this slowing effect would roll down the highway, and in a matter of minutes the traffic line may extend to a mile and the route’s capacity to handle traffic diminishes by 40 percent. Lastly, other vehicles would try to get on the road by the ramps, aggravating the situation. This type of traffic jam would not dissipate until other drivers are warned to take alternate routes (Discovery Times, 2003).             Commuters have been demanding the government to improve roads and highways. This is because the thousands of cars that has been flooding the streets especially during rush hours are congesting the current road system that commuters use. But the government suggest that commuters use what the government is offering them, a hassle-free travel by using public transport.             With the current trend of manufacturing cars that are faster than the normal, the situation is adding pressure to the government to build better roads. Although there are faster ways to travel from point a to point b, commuters refrain to get out of their cars. But even if they refuse to leave their cars behind, there is still the problem of increasing speed by cars that are currently manufactured. If these faster cars flock the roads of United States there would be the need to improve the road system by reinforcing the infrastructure.             For the Americans, their love affair with cars is not what keeps them behind a wheel. The feeling of freedom, flexibility and efficiency that these vehicles provide that keeps them there. If for other countries mass transport is their answer to commuters, for the Americans it is the automobile (Jacoby, 1999).  Plus the time being alone even for a short time is very much enjoyed by Americans with cars. The drivers of cars enjoy being alone for some time to think of things to be done and what was done already. While others just simply love to the feel the wind blowing their hair, others use the opportunity to think ahead and plan.             Cars are not the only vehicles that Americans love. A growing number of drives now prefer SUVs or Service Utility Vehicles. Although love for SUVs vary, drivers feel safer in SUVs. An example of a former car driver that now prefers to drive an SUV is Chris Contardi (Johnson and Sussman, 2003). She experienced being hit by bigger vehicles twice. The first time she was hit by a drunk driver while driving a small Honda, the second time she was hit by a van in her Geo Storm. Now, she is pregnant and want to feel safer when driving, so she got a 2002 Jeep Grand Cherokee (Johnson and Sussman, 2003).             Americans love freedom and being independent and they feel that by using cars. First, they were excited to have their driver’s license at the young age of sixteen there was a little independence there. They don’t need their parents to drive them around anymore. Then they have their own car. That means they don’t need to ride mass transit and always be in danger of snatchers, and other street delinquents. But the problem is, as cars and other vehicles in streets and highways increase in number so does the traffic worsen.             Americans refuse to give up their cars and join carpools. San Francisco commutes are trying join carpool to reduce pollution brought about by cars. Pollution brought up by cars comprises 50% of the urban pollution, and cars can even destroy the environment while being made, and it takes up a lot of space. But people should see the advantages of joining a carpool. First, they are less stressing than driving alone. Second, recreational travel gives people time to think and lets them enjoy their travel. Third, they are able to save their gas money and have additional money to spend on other things. This practice is not only being done in the U.S., in Switzerland people have joined various carpool groups and their membership expands by as much as 50% per year.             Joining carpools is one way of reducing the over-dependency of Americans to their cars. It is also a way to lessen pollution brought by car emissions. But Americans’ love for cars would not diminish. The older the people get the more they are infatuated by cars. Americans even have songs for cars. Cars for Americans are considered a part of who they are. It their home while on the road. It provides them an office when out of their regular ones. Their love for cars can be seen on highways. The number of cars and trucks that drives on the highway already passed the 200 million mark.             Since the government cannot seem to come up with a way to get the Americans out of their cars. Even if they will be paying a high price for fuel. They should just release guidelines for choosing an environment friendly car and have them run on natural gas. They can provide incentives for people that run their car on natural gas, this way pollution emitted by cars running on gasoline will lessen. And the guideline for buying cars can eliminate or lessen the sales of cars that have low fuel-efficiency.             There are certain ways in which Americans’ love for car can stay, but still help in reducing environmental hazards brought by low fuel-efficiency cars. The U.S. government has just failed to see or work out a compromise that people will surely follow. Even if they love their cars, others even give their cars name; surely Americans love their health and life more than they do their cars. They can always look into other countries’ ways of encouraging people to have more efficient cars. But they should see to it that what they want to adapt or consider is applicable or can be readily adapted by American car buyers and users.             This love for cars is not really the fault of American people. It is also the fault of those who sell them. They advertise cars too much that they always want more car and not think of its environmental effects. Plus, manufacturers are always coming up with ways to encourage people to buy new designs. They do so by giving new features to their cars.             Instead of advertising new cars. People should think of ways to reduce its use and increase the use of public transport. America may not be boasting about their public transport system. But they sure have a good one. There are subways, BART in California, Amtrak for interstate travel, and bus. These other means of transport may be as comfortable as having to travel in your own car. But if people use public transport often, it can lessen traffic and pollution.             There are still people who do not want to give up their cars. Of course! Because it shows how rich they are. But if your car is stuck in a traffic, people will not see how expensive your car is. But what they will see is that how fast they will be able to go if there are less vehicles on the road. It is not always about the person or the car. Sometimes it is also about how to get there faster, without any hassles and without any pain.             People should really consider on giving up even one of their cars. For the sake of their health and for the good advocacy of providing future generations the chance to experience having clean air to breathe into. But as Darwin Schneider stated in an interview by Frank Witsil (1999): “It gets in your blood.”             Unimproved road system can serve as a barrier to people who have no other means of transport but through the road. People who uses travel between cities and states as a means of bonding with the other members of their family may suffer if during their travels they encounter numerous traffic jams that can upset everyone inside the vehicle. If this situation occur, the driver may become upset and so the mood in the vehicle can change.             Better infrastructures may be the only solution to Americans’ love for cars. But there is another way. Let the current situation be, this is to make Americans leave their automobiles and just use it when really needed. This way public transport will be the only ones to use the road. This might trigger a chain reaction. Since public transport will be used, there will be less cars on the road and less traffic. Also, there will be no need to further improve roadways. But of course, this scenario will unlikely happen.             Giving name to cars and other vehicles, it is only one of the many ways of how Americans show their love for their cars. Aside from this, they give their cars the “spa” treatment once in while, also pampering their cars and being very choosy on who and where they will take their cars for repairs. There may be people in the United States of America that hate cars because they feel uncomfortable in one or that they do not know how to drive. But majority of people want to drive for the feeling that it brings. As was said before, it brings the feeling of freedom and it shows their personality. Also, they love the mobility that cars bring. Being able to travel whenever they want and wherever they want, just as long as they have money for gas.             Wider roads, having several fast lanes, these are solutions that American drivers are suggesting to their government. But, if the government give in to this, people would still continue to buy cars and soon they would again need wider roads. This situation is a never-ending one. The older drivers may give up driving but there are still young people who are eager to drive, and they too will need roads that can accommodate their number of vehicles. What is good about this is the fact that American households are getting smaller in number, which means that if the trend continue eventually, people will only need one car per household. But for now, what Americans can do is hope that tomorrow they will be able to travel with their much loved cars and not face the traffic that awaits them. Reference: Jeff Jacoby. (1999). Why Americans would rather drive. Boston, Massachusetts: Globe Newspaper Company. Frank Witsil. (1999).  Americans drawn to automobiles. Augusta, Georgia: Augusta Chronicle.     Credit:ivythesis.typepad.com

Why Americans Love Their Cars

Why Americans Love Their Cars Americans and their cars. Nowadays, there are more cars in a household than people to drive t...