Treatment of the Kurdish Population by the Iraqi Regime

Treatment of the Kurdish Population by the Iraqi Regime Factors Explaining the Treatment of the Kurdish Population by the Iraqi Regime under Saddam Hussein RESEARCH PLAN The goal of the dissertation is to ascertain the leading factor(s) of Saddam Hussein and his Ba’athist party’s brutal treatment of Iraqi Kurds. Argued by many to be a case of attempted genocide, the primary instance the dissertation will examine is the Iraqi Anfal Campaign, which took place between 1986 and 1989. Aims of the dissertation will be to 1) establish the provocations that culminated in the attempted genocide of the Iraqi Kurds regardless of the degree of Kurdish culpability, 2) place the genocide in a larger historical context, and 3) evaluate the internal and external political context in which the genocide occurred. Secondary objectives to be met in the dissertation will be the paralleling of the Iraqi Kurdish tragedy to those of other minorities in the post-colonial Middle East, as well as the twinning of the context in which Kurds were massacred in Iraq with the contexts in which other minorities were treated. Groups included in the secondary examination will be Kurds in Turkey as well as Armenians in Turkey and Azerbaijan. The tertiary and final objective of the dissertation will be the examination of the treatment of other minorities in contrast to that of the Kurds, including Kurds in Iran as well as Armenian expatriates in Iran. From a religious standpoint, an overwhelming majority of the Kurds share a religion and history in common with the Arab Iraqi Sunni. Kurds, Kurdish culture, and Kurdish historical figures are integrated into the Sunni Arab conscience, evidenced by the reverence of the legendary warrior Salah Al-Din (Saladin) as well as Hussein’s own widely reputed claim to be the latest incarnation of said figure. It is concluded hence that the oppression and mass murder of the Kurds was not due to a religious difference, but rather a political and theocratic distinction that separated the Kurds from their Sunni Arab compatriots in a time when dissension was promptly and violently put down. Texts evaluating the context of the Kurdish murders will be Viva Bartkus’ The Dynamic of Secession and Robert Gellately’s The Specter of Genocide: Mass Murder in Historical Perspective. Evaluations of the Iraqi political climate prior to and immediately following the 1991 Gulf War will refer t o Robert Freedman’s The Middle East After Iraq’s Invasion of Kuwait, while proof of the murders as a genocide over a mere neutralization of an uprising will be provided by Samuel Totten’s Century of Genocide: Critical Essays and Eyewitness Accounts. By dissecting and compartmentalizing the dissertation into three distinct parts, maintenance of a concrete timetable of progress becomes simpler. Moreover, data compilation, comparison, and evaluation is made simpler when done in small, focused spurts as opposed to a myriad of topics and ideas. The intricacies of the politics involved in the Anfal Campaign warrant a multi-dimensional, non-partisan examination of the attempted genocide. Mere dismissal of the atrocity as an act by a mindless, brutal despot brings no insight to the event; as a corollary, mankind can make no progress without a clear-cut rationalization of the brutality. LEARNING TO DATE The most prevalent strengths apparent are in data filtering and acquisition. There is strong variety in the array of sources, all of which contribute to the multiple vantages of the dissertation. A particular strength that was made of use was the ability to separate media accounts from scholarly logs. With the amount of media bias so prevalently established in Europe and America (polarized both in favor of and against the ongoing American occupation of Iraq), objective sources are difficult to identify. Immediate weaknesses include the inability to initially grasp the political motives and framework within which the Anfal Campaign of 1986-1989 was executed. Unlike multi-ethnic states such as the former Yugoslavia in which ethnicity and religion contributed to a larger problem, the Iraqi quandary of national unity and the factors contributing to the oppression of the Kurds including collusion between religious leaders inside Iraq and international rivals of the secular Ba’athis t regime. Bartkus writes that past Kurdish leaders were funded by â€Å"the shah of Iran, Mossad, and the CIA† who â€Å"provided arms and advisers† in matters of secession and general rebellion[1]. Following the debilitating Iran-Iraq War of the 1980s, â€Å"the Kurds attempted to use opportunity† to â€Å"gain control over their own territory†[2]. According to Bartkus, Hussein launched the beginnings of the Anfal Campaign, â€Å"razing some 5,000 Kurdish villages [in] response† to the uprising, inicluding â€Å"the 1988 chemical weapons attack on the Kurdish town of Halabja† that â€Å"killed over 5,000 people and forced several hundred thousand to seek refuge in turkey or Iran†[3]. According to Bartkus, several Iraqi Kurdish â€Å"pashmergas attempted to liberate Kurdish towns in March 1991, directly after Iraq’s defeat in the Gulf War,† hence again exploiting Iraqi military debilitation to bolster the argument that Kurdish secession and Iraqi repression is an ongoing conflict (Ibid). The Kurdish oppression at the hands of Hussein’s regime have more in common with the plight of the Armenians at the turn of the Great War (WWI), where upon the landing of European forces at â€Å"Gallipoli, Turkish authorities began a process of repression of internal communities—Armenian communities, numbering perhaps 2 million† throughout the Ottoman Empire[4]. The dissertation has several similarities to other assignments undertaken, particularly in the organization of the paper and its focus around a stated set of arguments and the elaboration of said arguments throughout the paper. The basic formula of block quoting and argumentation is applicable and accurately employed in the extrapolation of theories postulated and later proven. Where the original dissertation proposal entailed several suggested concepts including religious and political postulations, it did not refute the claims in a compare-and-contrast method of research. This research plan includes rebuttals of popular notions concerning the Kurdish oppressions as well as support of more varying conclusions. For example, while the oppression of Kurds is linked to ethnic differences, there was no formulation of the argument that such rebellions were common in the Middle East, especially under the Ottoman and later Turkish governments, who, as former rulers of modern-day Iraq, faced problems with Kurds throughout the 19th and 20th centuries. Mainstream schools of thought such as Freeman’s collection of essays have begun to point out the struggle of largely pro-Islamist Kurds against imposed Ba’athist secularism, a remnant from the days of the Pan-Arab Nationalist movement of the 1960s vis-à  -vis Hafiz al-Assad’s â€Å"brutal suppression of the Muslim Brothers in 1983†[5]. PROGRESS TO-DATE While all data has been collected and documented for the primary, secondary, and tertiary objectives, the next step in the dissertation’s completion that warrants progress is the organization of specific arguments in such a way as to correlate all objectives in a logical manner. The oppression of Kurds is a multi-faceted topic, as are the parallel events including Kurdish oppression outside Iraq in Turkey, Syria, and to an extent neighboring Iran. More difficult a correlation is the recently-contested status of the Armenian Genocide of 1914. The Armenian-Turkish and Kurdish-Iraqi oppressions share much in common that they could warrant the creation of an entirely separate dissertation. A growing problem in the integration of the Armenian Genocide is deciding which facts to include. Aspects of Armenian oppression in the Ottoman Empire and Turkish government can be used to both parallel and contrast the Kurdish-Iraqi conflict. Furthermore, the existence of both Armenian and Kurd ish integrated populations into Iran begs the question of the relevance of external Kurdish land disputes. Historic Kurdistan would cut into several states outside Iraq, warranting the validity of mentioning the history of Kurdish secessionism in the region. In keeping focused and on-topic, several key points have been removed from the original introduction. First, the schism in Islamic theology between Sunni and Shi’a is omitted from the latest draft. While it is an important facet of internal Iraqi politics, the frailty of the Sunni-Shi’a population contingent has nothing to do with Kurdish mass murders unless it is mentioned in the context of Iraqi national unity. Before 1940, modern-day Iraq never existed. The Ottomans separated Iraq into cantons, including but not limited to the modern-day provinces comprising Iraq today. No single ethnic group comprising Iraq today has ever lead a unified Iraq; Saladin integrated the â€Å"Land of the Two Rivers† into an empire spanning Egypt, Syria, Israel, and Palestine, while the Ottomans assigned separate governors to Shi’a-dominant, Sunni-dominant, and Kurdish-dominant regions. The frailty of Iraqi cohesion is the only reason one might mention the different Islamic theologies, and even then it would warrant only a passing thought. A more pertinent focus would be on the drawing of post-colonial borders and its effect on nationalism. If Islamist schools of government are a necessity to mention, it should be intimated that Kurds are largely pro-theocracy and anti-secularism, while Iraq’s Arab Muslims populations are torn between theocracy (Shi’a and Sunni alike) and the familiarity of the Pan-Arab Nationalist Ba’ath Party. An additional revision has been the introduction of Iran as a major contrarian party to Iraq in its treatment of Kurds, despite its being ethnically different from Kurds as well as religiously opposite the Sunnis as the world’s only existing Shiite theocracy. WORKS CITED Bartkus, Viva Ona. (1999) The Dynamic of Secession. Cambridge: Cambridge U P. Freedman, Robert Owen. (1993) The Middle East After Iraq’s Invasion of Kuwait. Gainesville: U of Florida P. Gellately, Robert and Ben Kiernan. (2003) The Specter of Genocide: Mass Murder in Historical Perspective. Cambridge: Cambridge U P. Totten, Samuel. (2004) Century of Genocide: Critical Essays and Eyewitness Accounts. New York: Routledge P. BIBLIOGRAPHY Crano, W. D., Brewer, M. B. 2002. Principles and Methods of Social Research. Mahwah, NJ: Lawrence Erlbaum Associates. www.fas.org, 2006 online source. Retrieved November 2, 2006 Kazemzadeh, M. 1998. Thinking the Unthinkable: Solving the Problem of Saddam Hussein for Good. Middle East Policy, 1(1), 73-86. Kelsay, J. 1993. Islam and War: A Study in Comparative Ethics (1st ed.). Louisville, KY: Westminster/John Knox Press. Retrieved October 25, 2006, from Questia database: http://www.questia.com/PM.qst?a=od=26085894 Murdock, D, 2004, â€Å"Saddam Hussein’s Philanthropy of Terror† Retrieved October 23, 2006 from www.husseinandterror.com Palys, T., Lowman, J. 2001. Social Research with Eyes Wide Shut: The Limited Confidentiality Dilemma. Canadian Journal of Criminology, 43(2), 255. Retrieved October 25, 2006, from Questia database: http://www.questia.com/PM.qst?a=od=5001041487 Ragin, C, 1994, Constructing Social Research, Pine Forge Pr, ISBN: 0803990219 Rezun, M. 1992. Saddam Husseins Gulf Wars: Ambivalent Stakes in the Middle East. Westport, CT: Praeger. Retrieved October 25, 2006, from Questia database: http://www.questia.com/PM.qst?a=od=107022508 Simons, G. 1996. Iraq From Sumer to Saddam (Second ed.). Basingstoke: Macmillan. Retrieved October 25, 2006, from Questia database: http://www.questia.com/PM.qst?a=od=97576434 Zinger, I., Wichmann, C., Gendreau, P. 2001. Legal and Ethical Obligations in Social Research: The Limited Confidentiality Requirement. Canadian Journal of Criminology, 43(2), 269. Weinrich, N.K., 1996 Integrating Qualitative and Quantitative Methods in Social Marketing Research, Social-Marketing.com, Retrieved October 21, 2006 from www.social-marketing.com/research.html Footnotes [1] Bartkus 1999, p. 65 [2] Ibid [3] Ibid [4] Gellately and Kiernan 2003, p. 207 [5] Freedman 1993, p. 279

Electric Cars, Past and Present Essay -- Electric Vehicles Green Envir

One of the main components of an electric vehicle (EV) is the controller. The controller takes power from the batteries and delivers it to the motor. To do this the accelerator pedal is hooked up to a pair of potentiometers, which provide the signal which tells the controller how much power it needs to deliver. For safety there are two potentiometers, the controller reads both potentiometers to make sure that their signal are the same, if the signals are not equal then the controller will not operate. For a car with a 300V battery the controller takes that DC voltage from the battery and converts it into a maximum of 240 volts AC to sent to the motor. This is done by using large transistors to quickly turn the batteries voltage on and off creating a sine waves. There are two types of controllers, DC (direct current) and AC (alternating current). A DC controller, in all simplicity, is basically just a big on/off switch that is wired into the accelerator pedal. When the pedal is pushed in, the switch is on, and when the pedal is not pushed in the switch is off. So while you are driving you need to push and release the accelerator to pulse the motor on and off to maintain a constant speed. While this would work who can imagine actually driving like that so the controller does this pulsing for you. The controller reads the setting of the accelerator from the potentiometers and regulates the power as needed. For example, if the accelerator is pushed 50% of the way down, the controller would rapidly switch the power to the motor on and off so that it is on half of the time and off half of the time. Likewise, if the pedal is pushed 75% down the controller pulses the power so that if is on 75% of the time and off 25% of the time. .. ...e jeeps had a top speed of 50 mph and a range of 40 miles at a speed of 40 mph. Heating and defrosting were accomplished with a gas heater and the recharge time was 10 hours. The Present Several legislative and regulatory actions in the United States and worldwide have renewed electric vehicle development efforts. Primary among these is the U.S. 1990 Clean Air Act Amendment, the U.S. 1992 Energy Policy Act, and regulations issued by the California Air Resources Board (CRAB). In addition to more stringent air emissions requirements and regulations requiring reductions in gasoline use, several states have issued Zero Emission Vehicle requirements. Electric conversions of gasoline powered vehicles, as well as electric vehicles designed from the ground up, are now available that reach super highway speeds with ranges of 50 to 150 miles between recharging.

Human Resources

Q. 1 Write down the difference between Personnel management and Human Resource management. Ans. Distinction between Personnel management & Human Resources management The history of Human Resources management traces its roots to the erstwhile Personnel management that was prevalent in the companies of a few decades ago. Though the two terms ‘Personnel Management’ and ‘Human Resources Management’ are interchangeably used by most of the authors, there are key differentiators that make Personnel Management (PM) different from Human Resources Management (HRM). HRM is clearly based on the foundation of behavioural science knowledge relating to the handling of employees to motivate organizational goals. The focus is more proactive approach and pays attention to employee satisfaction and delight. Business goals and objectives and the strategies that will enable this to happen are the foundation for HRM. The basic philosophy is driven by the Theory Y approach where the belief is that people like to work and do not prefer t be supervised and made to perform. The employee becomes a champion for the organization and its product/service. PM is that management style that deals with the control and reactive problem solving approach to resolve employee issues in a organizations. The philosophy for the PM approach relied on the Theory X approach that believed that people do not naturally like to work and need to be coerced to work and often need to be driven to work. Is more the ‘stick’ approach rather than ‘carrot’ approach. Rigid rules of do’s and dont’s exist and these provide the framework for employee’s behaviour at the workplace. Employee welfare and formal grievance systems play a significant role here and thereby managing industrial relations with high amount of trade union activity are highlighted. Very few organizations today practice this style to people management, as the benefits and the long term gains from a HRM approach, impact business results far more. HRM emphasizes on training, as an important area of people management, which covers the following aspects: 1. Increasing productivity 2. Improving quality 3. Improving organizational climate 4. Ensuring personnel growth etc. Q. Write a note on scope of HR in India. Ans. Scope of HR in India Contrary to these forces, in India the owner manager/government/public sector manager was an industry icon and a national hero of sorts. The Personnel Management practices were dominant of the ‘brick-and-motor’ industry. Though the approach was largely welfare oriented and reactive in nature it served effectively for the large PSU organizations that built the country’s foundation. Its only in the past 10-12 years with the immense growth on account of the IT industry that winds of change began to blow. It was largely the advent of the Information Technology era in India that brought with it the western management practices. MNC’s (multinational companies) started up their operations in India. The FDI (foreign direct investment) went up steeply as the world saw the potential in the country’s human resources. India became a preferred location for MNC’s primarily from the USA, followed by other developed countries. The gave birth to a new generation of management as well as HRM practices. New hiring methods, new ways of paying salaries, new employment terms and most importantly increased focus on individual performance and outcomes. There was emphasis on deliverables and linking individual and team performance to business results and success. Given the highly educated workforce there was a de-emphasis in the role of the trade unions. The era of the trade union dominance gave way to the new order of individual negotiated salaries and terms and clearly performance linked assessment systems. Another transformation that the Indian workplace witnessed was the focus on ethics and ethical practices in doing business. It was only fair to expect that with the weak legal system, it needed the support of the government policies and the corporate policies to beat the corruption that existed. This has significantly contributed to India emerging as a preferred destination for doing business. All of this has yielded to give way to the birth of the ‘professional manager’ Professional managers today are a critical and essential part of the Indian corporate. The professional manager brought about a shift in the culture from a highly authoritarian approach of getting work done, to a more collaborative and participative approach. The entrepreneurs who earlier operated in a secure, sheltered market and hardly face challenges, were challenged by the globalization that swept in with the liberalization policies and measure brought in by the Indian government late 1995 and onwards. Despite the challenges, the Indian employee and his manager evolved. Together they stepped up to face the challenge head-on and to win not only in India but also globally. The levers of (a) low cost, (b) highly skilled, and (c) English as the medium of education and it being the corporate-language: were the key drivers that enabled the flow of global business to India. There was exponential growth in employment both directly (jobs in the international and domestic companies) as well as indirectly (as support industries like transport, catering and ancillary industries). The simultaneous investment of the government in building the necessary infrastructure did its share of providing impetus towards creating more jobs for the people of the country. Hence, human relations movement in India has evolved very differently as compared to what we see in the developed economies of the USA and the UK. What is currently acting as a limitation is the enhanced awareness on the need for research based HRM practices. While there is a lot of work happening in the Indian education system to promote this, it is going to take a while before it can create a distinct body of knowledge that is referenceable. For now the industry relies on emulating westerns HR practices and customizing on a as-needed basis for the Indian corporation. For the rest the industry forums and consortiums like the NASSCOM act as a hub bringing together organizations on a regular basis to discuss challenges and share best practices and identify ways and means o overcome them together. So far this has been successful and working to the advantage of the Indian corporate. Leading MNC research and consulting firms like Mercer and Hewitt too contribute to the industry through carrying out research and sharing reports on a regular basis. The approach however remains analytical and less prescriptive. Q. 3 Explain the critical steps in Human Resource Planning system. Ans. We will attempt to discuss in details the critical steps that are part of the above system. A. Purpose of Human Resource Planning: Human Resource Planning fulfils individual as well as organizational goals. What it essentially amounts to is â€Å"striking a balance† between the future human resources needs and the future enterprise needs. And this is done with the clear objective of maximizing the future return on investment in human resources. And this objective may be laid down for a short-term (i. e. for one year). B. Estimating/Forecasting the future Manpower Requirements: the first step in the process is to arrive at the desired organizational structure at a given point in time. Mapping this structure with the existing structure helps in identifying the gap in resources requirement. The number and type of employees needed have to be determined. In addition to the structure there are a number of external factors that affect this determination. They include business forecasts, competitor strategy, expansion plans, product/skills mix changes, profit/revenue growth projections, in addition to management philosophy and government policies. This step also includes an analysis of the external labour/talent environment, its demographics, demand/supply of the required talent, and cost considerations. C. Auditing Human Resources: Once the future human resource needs are estimated, the next step is to determine the present supply of manpower resources. This is done through what is called â€Å"Skills Inventory†. A skills inventory contains data about each employee’s skills, abilities, work preferences and other items of information which indicate his worth to the company. Skills inventory are also referred to as competency dictionaries. This information is us ually retained as part of the performance management system with the HR department. This step in the HRP system helps identify the existing profile of the manpower and its efficiency. It helps highlight where the organization is vs. where it ought to be. The step concludes with identifying clear gaps in the skills/ manpower mix required to meet the upcoming business objectives. D. Job Analysis: After having decided how many persons would be needed, it is necessary to prepare a job analysis. The recorded details of training, skills, qualification, abilities, experience and responsibilities, etc. as needed for a job are studied. Job analysis includes the preparation of job descriptions and job specifications. E. Developing a Human Resource Plan: This step refers t the development and implementation of the human resource plan, which consists in finding out the sources of labour supply with a view to making an effective use of these sources. Some important considerations at this point are: †¢ Specific roles/disciplines being hired for, of them which roles are pivotal for the business †¢ Competencies and capabilities needed †¢ Manager vs. employee hiring †¢ Hire internally vs. External sourcing †¢ Planning for new skills through training existing staff vs. hiring new teams †¢ In case of surpluses, planning for redeployment/ reduction in orkforce as required †¢ Succession planning for key positions in the company. Q. 4 With reference to the compensation and salary system what are the systems that are helpful to raise the effectiveness of employees Ans. Compensation/ salary systems are designed to ensure that employees are rewarded appropriately depending on what they do and the skills and knowledge (intellect) required for doing a specific job. It must therefore provide for the following key factors in order to be effective: The following factors may be helpful to raise the effectiveness employees Signal to the employee the major objectives of the organizations- therefore it must link to the overall goals and objectives of the company. For example if doing a quality job is critical for the company its compensation system has to ensure that this is adequately rewarded. On the other hand if a company values productivity and units produces, the compensation system would be designed such that productivity is rewarded. †¢ Attract and retain the talent an organization needs – the need to benchmark salaries to the prevalent market standard for that job / skill so that the company is able to attract the right talent. If a enterprises pays a salary lower that what the market does for that job/responsibilities, the probability that suitable candidates would take the job offer and join the company. Even if they do join subsequently when they find that the market pays more for that job they would quickly find a more remunerative job and leave the company. †¢ Motivate employees to perform effectively – as discussed at the outset, money is a key motivator and it often might be the only motivator for most employees, therefore ensuring that compensation is appropriately disbursed need to be taken care of while designing the compensation system. Jobs in the brick and motor, production setups would focus on higher incentive policies that would motivate the employee to produce more while the base-salary would be low. †¢ Create the type of culture the company seeks to engender – compensation systems play a critical role as sponsors for the organizations culture. A performance driven culture would build compensation policies that clearly and significantly reward performance. A company that rewards loyalty would reward employees who stay longer in the company with significantly better incentive programs. Hence we see how compensation systems are reflective of the organizations over all philosophy of what its goals and objectives are and how this can be linked to salary payout. Q. 6 â€Å"Dynamic Learning† is an organization that wants to revise the HR policies. It has conducted a survey and the results of survey indicated that r=there is employee unrest, tardiness, absenteeism, more grievances. This all clearly indicates low morale. Suggest the measures that can be taken to improve employee morale. Ans. Employee Morale Boosters. Morale boosters can take the form of recognition, eompensation, special perks or simply terminating employees. Here are 11 low cost morale boosters: Welcome ideas: Employee morale improves when staff feel they are valued. Share and implement their innovations and ideas. Keep Score: Mount a large score board in the office to recognize top performers and to motivate those on the bottom of the list. Inspect: The old management adage, inspect what you expect is true. Companies with a lack of focus can confuse staff and lead to less morale. Thank You Notes: Send a special thank you letter to you staff’s family or spouse, praising their good work and efforts. Huddle: Have a daily morning huddle to highlights tasks for the day and to cheer yesterday’s wins. Open Up: Provide an open forum or one-on-one time to allow employees to express their concerns and feelings can be an easy means to boost morale. Have Fun: Special events and outside work activities can take the pressure off the day-to-day grind in the office. Show Charity: Get your staff involved in a bigger cause to help them see there is more to life than work. Add Perks: Use low cost perks such as a Foosball table in the lunch room. Fire Staff: Sometimes the root cause of low employee morale can be a staff member whose negativity brings down the group. Even a top performer can bring down staff behind your back. Measure it: Keep tabs on the levels of morale in your business by regularly measuring employee satisfaction. The backbone of business success resides in the productivity and output of your employees. Those companies who remain vigilant to the signs of low morale and who focus on improving morale can thwart off the impact of a low morale workplace. Human Resources 1 â€Å"If you are working in a company that is not enthusiastic energetic, creative, clever, curious, and just plain fun, you’ve got trouble, serious troubles† (Tom Peters. Indeed, the success of any organization depends on several issues amongst them, organizational culture, teamwork, management style and the level of motivation amongst the employees. Leadership The whole organizational momentum is decided by the top management, the style they adopt determines how decisions are going to be made, what kind of decisions the business is likely to make, the nature of policies which the company is going to adopt as well as how the organization will respond to management issues such as competitor activity, industrial attractiveness employee relations, public relations as well as corporate social responsibilities. The strategic fit of the organization is determined by whether the leaders are visionary or non-visionary whether these exercise foresight and how they balance risk taking and the drive for initiative. According to (Stacey, 1992p. 31-39), the momentum of a company is generated from the top management and perfected in bottom level, the success of an organization squarely rests on reach and every single employee irregardless of the role and position held in the organization. Therefore, to achieve a well coordinated and motivated team, the leadership and in essence, every single employee must be able to play their role so as to achieve a synergetic effect. The company which succeeds is that which handles all departments’ issues in regard to solving problems which arise and keep on arising. The challenges can serve as the source of de-motivating an otherwise motivated staff, if issues are not well attended to, while on the other hand, the challenges can afford an organization the opportunity to bond its workforce and reassure unity of purpose in the organization positive organizational behavior leads to organizational success while a negative corporate behavior leads to loss of profits and therefore organizational failure 2. You have been hired as the H. R director of the Schapiro Inn & out Motel. What are some of the key issues you should address the First day of work? Do you want to make your presence known the first day, or would you ease into the job slowly? What . R. management philosophies do you plan to adopt to make sure that you have the best workforce possible? Although take over calls for moderation, definitely there are some things that a new H. R manager would need be familiar with the first day of reporting to work. This is mainly because of the fact that on the fist day of work, one has already signed an agreement letter, and a letter of agreement. Probably they have been oriented and all relevant hand over details completed. This therefore implies that one is responsible for all happenings and is mandated to execute the relevant tasks as though that day was his/her 1000th day. Since not any board of directors would take the excuse that the H. R. M is new and therefore the reason for the numerous mistakes. But for the fact that different organizations have different needs, all HRM functions are similar and the rest calls for understanding of a company dynamics. On assuming office, an HRM manager has an obligation to execute normally all relevant duties such as pay issues, employee complaints, recruitment and staffing issues as well as formulate HR policies in collaboration with the administration. Where applicable, the HRM is supposed to solve any pending issues. The above is undertaken in the understanding that in an organization, smooth running is of utmost importance and a breakdown should never be experienced, for this may affect operations of the whole organization and therefore result into losses and interruptions to normal functioning of the organization. The best workforce can be achieved only by adopting suitable policies notably, pay related policies as well as employee motivation issues. The appraisal method adopted, problem solving and disciplinary issues as well as equality and equity policies at the place are of importance to an organisation. If the above are practiced, motivation results and staff often give their best. 3 â€Å"Call it what you will, incentives are what get people to work harder. † (Nikita Khrushchev) Research findings on the impact of pay and incentives on performance and output have overwhelmingly supported the above contention. Most employees work to satisfy their basic needs as opposed to achieving other goals. Although other factors such as job environment, tools and machinery, job policies as well as terms of contract are relevant to. All of the above play important roles in ensuring that employees and well equipped to perform at their best. Incentives basically refer to salaries and all other benefits which allow employees to function with minimum constraints. Incentives as a motivator should be administered carefully and uniformly. Job grading should be predictable and done in guidelines of a clear and open policy whereby employees are aware of what they need to do in order to move to the next level or to move to a higher job group. In a situation where by the issue of incentives is handled unprofessionally, conflicts arise and output and performance are negatively affected. 4 Discuss the term â€Å"turnover† in the hospitality industry. What does it mean? How can it be controlled? What are some of the causes? What does it mean to you? Turnover can be defined as the situation whereby employees keep on quitting job in unusually high rates. This could either be due to natural attrition, unfavorable working conditions as well as due to service termination. Turnover is a very common occurrence in the hospitality industry mainly due to the nature of the industry. Since many businesses in the hospitality sector peg their staff needs on seasons, low or high seasons call for flexible employment and contract terms in which organisations increase or retrench staff to reflect on market activity, this in turn results into un-usually high staff turnover occasioned by unpredictability of demand forces. â€Å"Laziness may appear attractive, but work gives satisfaction† (Anne Frank) Job satisfaction refers to a state whereby one is able to work hard and in turn receive self assurance from the job upon being contented with the results of the work. Job satisfaction is good for employees in that it lead to high level of concentration and therefore high output. Lack of satisfaction leads to lack of concentration, something which a ffects performance. Laziness is a leading cause of job dissatisfaction in that for one to be truly satisfied with their work hard work and effort is needed. One needs to concentrate and exercise a lot of patience for that leads to satisfaction. Therefore, laziness hinders performance and this prevents job satisfaction. Employees should derive job satisfaction from the tasks allocated to them. This in turn leads to high profitability of the organization and a healthy work force. Human Resources 1 â€Å"If you are working in a company that is not enthusiastic energetic, creative, clever, curious, and just plain fun, you’ve got trouble, serious troubles† (Tom Peters. Indeed, the success of any organization depends on several issues amongst them, organizational culture, teamwork, management style and the level of motivation amongst the employees. Leadership The whole organizational momentum is decided by the top management, the style they adopt determines how decisions are going to be made, what kind of decisions the business is likely to make, the nature of policies which the company is going to adopt as well as how the organization will respond to management issues such as competitor activity, industrial attractiveness employee relations, public relations as well as corporate social responsibilities. The strategic fit of the organization is determined by whether the leaders are visionary or non-visionary whether these exercise foresight and how they balance risk taking and the drive for initiative. According to (Stacey, 1992p. 31-39), the momentum of a company is generated from the top management and perfected in bottom level, the success of an organization squarely rests on reach and every single employee irregardless of the role and position held in the organization. Therefore, to achieve a well coordinated and motivated team, the leadership and in essence, every single employee must be able to play their role so as to achieve a synergetic effect. The company which succeeds is that which handles all departments’ issues in regard to solving problems which arise and keep on arising. The challenges can serve as the source of de-motivating an otherwise motivated staff, if issues are not well attended to, while on the other hand, the challenges can afford an organization the opportunity to bond its workforce and reassure unity of purpose in the organization positive organizational behavior leads to organizational success while a negative corporate behavior leads to loss of profits and therefore organizational failure 2. You have been hired as the H. R director of the Schapiro Inn & out Motel. What are some of the key issues you should address the First day of work? Do you want to make your presence known the first day, or would you ease into the job slowly? What . R. management philosophies do you plan to adopt to make sure that you have the best workforce possible? Although take over calls for moderation, definitely there are some things that a new H. R manager would need be familiar with the first day of reporting to work. This is mainly because of the fact that on the fist day of work, one has already signed an agreement letter, and a letter of agreement. Probably they have been oriented and all relevant hand over details completed. This therefore implies that one is responsible for all happenings and is mandated to execute the relevant tasks as though that day was his/her 1000th day. Since not any board of directors would take the excuse that the H. R. M is new and therefore the reason for the numerous mistakes. But for the fact that different organizations have different needs, all HRM functions are similar and the rest calls for understanding of a company dynamics. On assuming office, an HRM manager has an obligation to execute normally all relevant duties such as pay issues, employee complaints, recruitment and staffing issues as well as formulate HR policies in collaboration with the administration. Where applicable, the HRM is supposed to solve any pending issues. The above is undertaken in the understanding that in an organization, smooth running is of utmost importance and a breakdown should never be experienced, for this may affect operations of the whole organization and therefore result into losses and interruptions to normal functioning of the organization. The best workforce can be achieved only by adopting suitable policies notably, pay related policies as well as employee motivation issues. The appraisal method adopted, problem solving and disciplinary issues as well as equality and equity policies at the place are of importance to an organisation. If the above are practiced, motivation results and staff often give their best. 3 â€Å"Call it what you will, incentives are what get people to work harder. † (Nikita Khrushchev) Research findings on the impact of pay and incentives on performance and output have overwhelmingly supported the above contention. Most employees work to satisfy their basic needs as opposed to achieving other goals. Although other factors such as job environment, tools and machinery, job policies as well as terms of contract are relevant to. All of the above play important roles in ensuring that employees and well equipped to perform at their best. Incentives basically refer to salaries and all other benefits which allow employees to function with minimum constraints. Incentives as a motivator should be administered carefully and uniformly. Job grading should be predictable and done in guidelines of a clear and open policy whereby employees are aware of what they need to do in order to move to the next level or to move to a higher job group. In a situation where by the issue of incentives is handled unprofessionally, conflicts arise and output and performance are negatively affected. 4 Discuss the term â€Å"turnover† in the hospitality industry. What does it mean? How can it be controlled? What are some of the causes? What does it mean to you? Turnover can be defined as the situation whereby employees keep on quitting job in unusually high rates. This could either be due to natural attrition, unfavorable working conditions as well as due to service termination. Turnover is a very common occurrence in the hospitality industry mainly due to the nature of the industry. Since many businesses in the hospitality sector peg their staff needs on seasons, low or high seasons call for flexible employment and contract terms in which organisations increase or retrench staff to reflect on market activity, this in turn results into un-usually high staff turnover occasioned by unpredictability of demand forces. â€Å"Laziness may appear attractive, but work gives satisfaction† (Anne Frank) Job satisfaction refers to a state whereby one is able to work hard and in turn receive self assurance from the job upon being contented with the results of the work. Job satisfaction is good for employees in that it lead to high level of concentration and therefore high output. Lack of satisfaction leads to lack of concentration, something which a ffects performance. Laziness is a leading cause of job dissatisfaction in that for one to be truly satisfied with their work hard work and effort is needed. One needs to concentrate and exercise a lot of patience for that leads to satisfaction. Therefore, laziness hinders performance and this prevents job satisfaction. Employees should derive job satisfaction from the tasks allocated to them. This in turn leads to high profitability of the organization and a healthy work force.

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