force have contributed to a dramatic shift in family...

force have contributed to a dramatic shift in family eating habits. The traditional family dinner has been replaced by microwavable dinners or unhealthy fast foods. Also, the shifting economy has resulted in a growing number of latch-key children. Often these children are responsible for providing snacks and dinner for themselves and their younger siblings. Compounding the problems associated with latch key children, parents’ perceptions of safe neighborhoods also contribute to increases in childhood obesity. Our local community lacks organized opportunities for safe, recreational activities; therefore, in the absence of adult caregivers, many latch-key children are instructed to remain inside the home, watch television, play video games†¦show more content†¦In support of his goal, first lady, Michelle Obama has initiated a national awareness program, Let’s Move to tackle this epidemic (Let’s Move, n.d.) Education is not only for the purpose of supporting growth and development, but for advancing societies (Whitehead, 2011). However, the purpose of education is being hindered as school violence is becoming a global issue worldwide. School violence affects parents’ perceptions about when, where and how their child should learn. Since children are the building blocks of our nation, we must provide them the proper tools to become productive global citizens. But frequent occurrences of school violence are destroying parents’ confidence in their child’s schools. Parents are more concerned about their child’s safety than the quality of their education. School-based violence is not a problem confined to schools but is a complex, multifaceted societal issue (Antonowicz, 2012). School violence is often correlated to cultural traditions, traditions, political agendas, breakdowns in communication, and weaknesses in the education system (Antonowicz, 2010). When addressing school violence, educational institutions should create environments that have an awareness of the causes, prevalence and a plan of action to respond to the situation. The recent school violence that occurred in the small,Show MoreRelatedObesity : Obesity And Obesity986 Words   |  4 PagesObesity is one of the major health epidemics that human being struggle to deal with it. Obesity is a chronic disease characterized by excessively high body fat in relation to lean body mass. In the last 20 years, people started complaining that fast food is the main cause of rising obesity. However, a lot of research proves that fast food is not the source of obesity. The rising obe sity problem cannot be blamed on the fast food industry; there are several other factors leads to obesity. OverRead MoreObesity : Obesity And Obesity798 Words   |  4 Pages Obesity Close to over one-third of adults living in the United States are obese (Diet and Obesity). 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Severe obesity, also known as severe obesity or morbid obesity, occurs when a BMI of 40 or more is present. With morbid obesity, there may be serious health problems. If children do not have enough activities, they will not be able to burnRead MoreObesity : Obesity And Obesity1413 Words   |  6 Pagescertificates, diabetes was mentioned as a cause of death (6). The Centers for Disease Control refers to â€Å"twin epidemics of diabetes and obesity, because obesity greatly increases the risk of diabetes, and the number of Americans who are obese has been increasing rapidly† (9). A newly developed term, â€Å"diabesity,† is commonly used to represent the close relationship between obesity and diabetes (8). Type 1 diabetes usually occurs in childhood and is defined when the pancreas fails to produce a healthy amountRead MoreObesity : Obesity And Obesity892 Words   |  4 Pagesadults are considered obese in America. In recent years obesity is the health topic of choice these days because obesity in America is a growing epidemic. One out of twenty people in America have extreme obesity. According to a 2009-2010 survey conducted by the National Health and Nutrition examination this data states that about one third of children and adolescents ages six to nine are considered to be overweight or obese. Adolescent obesity has more than tripled in young adults and doubled in childrenRead MoreObesity : Obesity And Obesity985 Words   |  4 Pages Obesity is one of the major health epidemic that human being struggle to deal with it. Obesity is a chronic disease characterized by excessively high body fat in relation to lean body mass. In the last 20 years, people started complaining that fa st food is the main cause of rising obesity. However, a lot of research proves that fast food is not the source of obesity. The rising obesity problem cannot be blamed on the fast food industry; there are several other factors leads to obesity. Read MoreObesity : Obesity And Obesity1703 Words   |  7 PagesThe United States have the highest rate of people battling obesity, with childhood obesity on the rise. Just about one-third of adults in America are obese, and about 17% of children are obese. There are many health problems associated with obesity, which are preventable. America has state and local programs to prevent obesity, which Centers for Disease control and Prevention funds in all 50 states. Obesity is considered one of the highest killers since the 1980’s, with fast food shops on the rise

Comparing Bennetts Hamlet with Branaghs Hamlet Essay

Comparing Bennetts Hamlet with Branaghs Hamlet Many of Shakespeares works have been transposed from stage to screen, none so more than Hamlet. Two of the most unique film appropriations of the play are to be found in Rodney Bennetts 1980 film and Kenneth Branaghs 1996 blockbuster. The two films share many parallels between them in both interpretation and method, however they also have marked differences in their respective approaches to the text. Perhaps the most obvious difference between these two versions is that Branagh uses the full unabridged text whereas Bennett cuts the play down by an hour or so; Kenneth Branagh justifies his use of the full text on the BBCs website stating: When you cut the†¦show more content†¦the cast includes so many stars that Branagh is one star among many ... the story that each has to tell is important, so that each gets a full characterization, rather than simply a cameo appearance reacting to the leading actors lines (Shakespeare Yearbook vol. 8). A consequence of this is that characters traditionally thought of as minor roles have much deeper characterisation and background in Branaghs Hamlet. One such character is that of Reynaldo who appears in 2.1. In Bennetts version Reynaldo is played as a member of the Danish court, very humble and servant like, a tool for Polonius. However in Branaghs version, Reynaldo is given a back-story that puts him on more equal grounds with Polonius. Russell Jackson states in his film diary of Branaghs Hamlet ... for a moment Dickie [Richard Briers plays Polonius] is saying `Observe his inclination in yourself as if he were warning Reynaldo (who in our version probably runs a chain of whorehouses) not to be naughty. Eventually the scene seems like part of a (lost) Balzac novel. Depardieu [who plays Reynaldo] is able to be evil, amusing, vulnerable all at once. He has Poloniuss number, but also knows who is paying his fees. (Branagh p.188). Other characters such as Osric, Rosencrantz and Guildenstern are also given similar treatment in the Branagh version. However, perhaps the most developed character in the Branagh film is that of

Effectiveness of Organisational Policies

Question: Task 1 1. Explain the physical, psychological and social impact of bereavement on individuals (that is; the bereaved person). Task 2 1. Evaluate the effectiveness of organisational policies and procedures of supporting bereaved individuals e.g. Mrs Garry and their social networks. 2. Explain how others in social networks may provide support to bereaved individuals 3. Evaluate the suitability of external sources of support available for bereaved individuals. Task 3 1. Analyse possible organisational responses to the need to support individuals experiencing a significant life event. 2. As a health and social care professional, reflect on your own personal contributions to the support of individuals experiencing significant life events such as bereavement. 3. Make recommendations for improving the support available in a Care Home for residents and their social networks when affected by significant life events such as bereavement. Answer: Task 1 1. Analyse the impact for others in health and social care when an individual is bereaved. Apart from these the people who get involved in the bereavement or who have an influence are nurses, counsellors, and various employees of the health care agencies. In case there is loss for Mrs. Garry, the services of the home care also get impacted. The nursing staffs that are hired to take care of the Georges mother are finely aware of the health issues and the issues of forgetting things like dementia. The proper knowledge of medicinal schedules as well as what all is needed for proper care of Garry. George also is impacted because of the behavioural changes in his mother due to the disease. After the sudden demise of his mother, George has been feeling sad and experiences loneliness even if the friends family is all around. He has to get in touch with the health care firms as well as hospitals to share his feelings so that he doesnt undergo depression (Chochinov William, 2010). As per the studies related with grief, generally the people who stay with the patients get to be low with the death of patients. The nursing staff might feel like gloominess, sadness, crying as well as other feelings that effect their way of working as well as family relations. As per the assigned case study, George is impacted due to dying of his mother, so his working family life is influenced. George has a need for assistance to get used to the situation and manage his own health. The staff would not be able to understand his feelings for his dying mother. So, he felt neglected and sad. He wanted a helping hand from the staff of hospital so that he could be assisted with this feeling of negligence. Being upset for such a long time had made him feel emotionally tired and upset. Task 2 1 Evaluate the effectiveness of organisational policies and procedures of supporting individuals and their social networks affected by significant life events It is essential for evaluating the effectiveness of the business policies processes in the environment of HSC in case of significant life events. A lot many firms and agencies operate in HSC, so there have to be set guidelines which all employees need to follow. The HSC homes approached by George have to see that the care is provided to George to cope up with the situation. Within UK there are policies by which the bereavement care is offered to patients depending on the age-group. The policies and procedures cannot be ignored anyhow. The effectiveness of polices might be taken as quantitative or qualitative, and in case the speedy recovery is required then all suh policies and procedures need to be thoroughly followed. In case the agency gives proper timely treatment then the patients feel good motivated. The impacting policies in UK for treatments of patients are: Inside of the communal policy writing bereaved individuals in UK to be a gathering at specific danger of destitution and issue obligation. Demise of an accomplice has been demonstrated to be a set off for guaranteeing pay bolster (denotes tried social help) and has been recognized like an explanation behind vagrancy (Zisook, 2000). A period spent looking after an incapacitated or sick relative can have unfavourable impacts on salary and business, and build living expenses and danger of obligation. The contrary monetary results of care-giving might persevere long past the passing of the individual taken care of and decrease annuity qualification. As per the law of Standards for Bereavement care 2001 being reviewed in 2012, all services need safety and taking care of bereaved people. This kind of care is not anyhow restricted to the sufferers age, so it has been seen as extra efficient. The care from health agencies and social firms has to be at the apt time and apt place. The policy is so clearly laid that all the details of the care-taking people are verified well in advance from the criminal bureaus. As per the Liverpool Care Pathway for the Dying Patient (LCP) When it is suspected that a man might be deceased inside of the following couple of days or hours ... 1. This probability is perceived and imparted unmistakably, choices made and moves made as per the individual's requirements and wishes, and these are routinely checked on and choices overhauled as needs be. 2. Sensitive correspondence happens in the middle of staff and the diminishing individual, and those recognized as essential to them. 3. The biting the dust individual, and those recognized as critical to them, are included in choices about treatment and care to the degree that the diminishing individual needs. 4. The needs of families and others recognized as essential to the diminishing individual are effectively investigated, regarded and met beyond what many would consider possible. 5. An individual arrangement of care, which incorporates sustenance and beverage, manifestation control and mental, social and otherworldly backing, is concurred, co-ordinated and conveyed with empathy.People can take help from Macmillan Cancer Care policies and procedures having the informational stuff on cancer its effects. These resources for info are meant for the : Citizens existing with and ahead of cancer. Families, acquaintances and carers of public existing with and subsequent to cancer. Wellbeing and social care experts. For anybody anxious regarding long-standing circumstances related to cancer. For persons who are concerned in relation to their health. 2 Explain how others in social networks may provide support to bereaved individuals The social networks might be useful for provision of support to bereaved people in terms of emotional as well as financial terms. The principles, as per the result from a 3 year Economic and Social Research Council (ESRC)-financed venture, put forward that those who are bereaved subsequent to family death due to drugs or alcohol regularly get poor, cruel or stigmatic reactions which can worsen their sorrow. The best thing that these social networks do is listening to the depressed people. This is the time when the people most badly need social support (Zhang et al 2011). Nobody in the social networks can advise the best or say anything but the best felling is that the mournful person sees that he is supported by others. Many a times the people are unable to express their feelings and sadness to everyone, however, they can indulge on social networks, and get connected to counselors and helpers in this way. Even if social networks are useful but its not necessary that all the individua ls can benefit from these. It is totally as per the unique needs of grieving individuals (Wooliams et al 2009). The support might be supportive for the participants to be specified procedures of modification to bereavement and awareness of cooperation no less than two times (previous to and subsequent to the intrusion). Bereavement is a kind of the largely complicated and agonizing experiences individuals have to carry out in a life span; some resources successful in the mitigation of a little of the sorrow and agony are worth the moment used up to discover and describe those resources. Jewish Bereavement Counseling Service (JBCS)- There are counselors who comprehend the detailed problems raised by bereavement in a Jewish framework. A Jewish service might be receptive, conscious and well-informed in relation to communal, enlightening and spiritual requirements. Compassionate Friends They can assist the sufferer with support and times spent together so that there is emotional support and help in overcoming the greif. Cruse Bereavement Care It is a charitable trust/ group of volunteers assisting the bereaved people in the hard time. The trust is there to pay attention offering an unbiased ear lacking plan or it can hold up via tte--tte counseling conferences where one can effort throughout the sorrow. Or it might be that one needs assurance that other citizens have been experiencing a like occurrence. The bereavement Partner support - The death of a companion, family member or respected one can be devastating for anybody, however by being part of a well-built support method one can be having an vital responsibility in his or her therapeutic procedure. Being a good listener is a particular, however by knowing and understanding the usual phases of curing and how they have formed, the sufferer will be in a much superior arrangement to assist associate in his or her sorrow. 3 Evaluate the suitability of external sources of support available for bereaved individuals. The people who are closely connected to the deceased are the ones who get effected the most. Herein, George is bereaved one since he has lost his mother to death. He needs various types of supports to overcome the grief like physical, spiritual, societal, psychological etc. These supports can be attined from various internal external sources. The internal sources of support include family friends (Murillo and Holland, 2004). However, in case of external support, the ways are: a) Physical support The physical support can be provided by the therapists and care takers with the help of wheel chairs, bed resting equipments, aids to remember things, etc. Even the therapy can be done by changing of interior furnitures or stuff at his home so that it doesnt always remind him of his mother. b) Social care This would include provision of support by co-ordination of all the social arrangements towards the support of bereaved individuals (Shear et al 2005). The experts might help bereaved to be socially active and interacting with the people groups who can help in recovering from grief. c) Psychological support George will require the number of sittings to be counseled. After the significant life events in his life, he has not been able to manage his life well. So, he can get psychological aid from the specialists and the care homes in terms of therapies for relaxing of body and mind. He needs therapies for overcoming the sleepless nights as well. d) Spiritual Support Yoga as well as meditation is a way of healing spiritually. George can use these techniques to build confidence and self-belief. This would make George get busy towards his own healing and make him attain huge support for lifetime. The people experiencing the significant life events can cope up with the challenges in life with the help of external sources (Boelen et al 2006). Sometimes these diseases only can be cured with the assistance of specialists and medical treatments. Whatever kind of support is chosen, the external sources are supplementary to the internal supports. These make sure that the bereaved person is cured faster and leads a normal life once again. George can seek help from the volunteers and organizations that have been explained above. The counseling friends can be of great help in Georges overcoming of situations. He can seek support and become normal to his surroundings situations. Since Georges mother wants to donate her organs with the nearing death, George can get in touch with the similar organizations and assist her in doing so. As Georges mother doe not wish to be alone at the time of death and wants to be back to her home, George must arrange for nursing staff equipments at the residence. This would allow him to provide with last-days care to his mother. The nursing staff will help the patient with the dietary needs and all the care needed. Task 3 1. Analyse possible organisational responses to the need to support individuals experiencing a significant life event. There have been guidelines laid by the rules of 2014. These guidelines have to be followed, failing which Department of Health might look for alternate options or take corrective actions. The needs of individuals vary and these need to be catered to differently. The care organizations need to make sure that the caretakers are properly verified in terms of their background prior to becoming a part of the association. The lawful arrangements need to be made to ensure that the patient is safe and protected with the caretaker or assigned nurse. The staff must be aware of the history of the patients and the medical needs, to ensure proper care for the patient. The organizations need to provide the sufferer with the adequate, timely as well as most suitable support to the patients for quick recovery, and their cure(Aveyard, 2010). The firm where George works can support him with counselling. There can be a formal support in terms of finances neede. He can avail loan from the workplace for fulfilling the expenses of his ailing mother and also can use the family insurance sums for the same. He might also be supported by the leaders in terms of leaves flexibility of timings so that he can spend most of his tme with his mother in the crucial days. ACAS gives some great suggestions to directors when taking care of interchanges, for example, to offer legitimate sympathies and to be delicate and empathetic. It is essential that directors try to comprehend the degree to which a worker wishes for the manager to keep deprivation issues secret from clients and associates. Declarations and interior interchanges ought to be taken care of in a delicate way to ensure worker relations, and additionally keeping away from possibly rupturing prerequisites under the Data Protection Act 1998. Loss in the working environment can b e trying to oversee: representatives may need to set aside time off suddenly; discover their execution is affected, or be briefly not able to perform certain parts. However a caring and strong methodology exhibits that the association values its representatives, helps construct responsibility, diminish affliction nonappearance, and hold the workforce. 2. As a health and social care professional reflect on your own personal contributions to the support of individuals experiencing significant life events such as bereavement. The sudden demise/deaths are seen to cause huge negative impact on people, especially the ones who are close to the dead ones. This same thing happened when one of the patients suffering from bereavement due to demise of his father needed attention. For supporting the individual I ensured that minimum standards of care were met by: Conà ¯Ã‚ ¬Ã‚ dentiality: Services had to take care the conà ¯Ã‚ ¬Ã‚ dentiality and security of the mourning individual and all the data shared by them, with due respect to defending, assent and information assurance. respect: The services offered are regard the privacy of every mourning individual's despondency and desires, with every individual dealt with sympathy and affectability. fairness and Diversity: Services had been non-biased and conveyed without partiality, perceiving and reacting to individual convictions and individual circumstances counting (however not selective to) age, society, handicap, sex, sexuality, race, faith and deep sense of holiness. Quality: The services guaranteed that I and every one of those offering services to dispossessed individuals, whether in a paid or wilful limit, have the right stuff, information, preparing, supervision applicable to their part, and that services effort to enhance what they present. Wellbeing safety: The services always have hearty procedures for enrollment, involving fitting levels of freedom with the revelation and Barring Service and continuous personnel/volunteer improvement. There should be expected respect to sheltered and moral exercise so as to ensure deprived individuals and the individuals who effort with them. The fundamental procedures for defending must be set up and responsibility prove through a review process (Latham and Prigerson, 2004). An example of my personal contribution was when an occupant who had a history of falls in her room was frequently found in the storeroom region with her jeans down. I had a consideration being suggested a conceivable reason for falls was the occupant attempting to freely utilize the toilets, yet befuddling the wardrobe with the lavatory. Falls stopped after the staff set up a preventive toileting timetable and put a sign on the entryway that helped the occupant comprehend that the space behind the entryway was a wardrobe. I always wanted to help the people, however in this case I took this issue quite seriously and seeked help from my peer group to stop the falls. The patient had been a little reluctant to take help however being concerned and sharing views with her brought me emotionally closer to her. I always felt that this situation can come to anybody, so I should help her n overcoming the same. She was a bereaved individual so I left my number with her and anytime she needed to talk to, she called me directly. I had been a source of emotional support for her and thus she could bak upon me in any situation of suffering. 3. Make recommendations for improving the support available in a Care Home for residents and their social networks when affected by significant life events such as bereavement. The recommendations for betterment of care homes are as below: a) Better co-ordination with the service providers (Thekkumpurath et al 2009) The care providing homes have to work in partnership with different service providers so that the nursing staff is able to attain high quality services b) Initiating and developing better ideas The better ways of nursing operations in care homes involves review of the existing procedures of care and then implementation of the ideas to make the reactions and responses of care staff as manageable. The recommended procedure for the care home would include: Ongoing evaluation is an essential strategy for identifying utilization of restrictions and distinct options for their utilization, and also to bolster limitation free care. Residents need regular, comprehensive assessment so that their individual consideration arrangements address needs and avoid utilization of restrictions for conditions, for example, incessant falls, behavioural side effects or meandering effective care planning involves knowing an occupant's remaining capacities and seeing how to make utilization of them to evade conditions, for example, meandering and falls that can prompt unseemly utilization of restrictions. Care home staff are in charge of attempting and reporting different alternatives to stay away from utilization of limitations. Definition of without restraints Restraint care and reasons why limitations are unsatisfactory Myths and misinterpretations about restrictions, including, for instance, the confusion that limitations are a compelling and satisfactory way to deal with guaranteeing inhabitant safety Negative effect of physical limitations on occupants and staff Restraint-related evaluation strategies Appropriate tend to occupants with behavioural symptoms Residents' rights and lawful parts of restriction use Residence restriction policy and convention for utilization in crisis circumstances Families neededucation about restraints todevelop an understanding of: The destructive outcomes of limitations Why restrictions are inadmissible Legal parts of limitation use Support of inhabitant independence freedom to move Conclusion Meant for all bereaved persons, grief is practised as per their entire being, counting their bodily, emotional, cognitive, performance based and religious demonstrations. In case the grief is difficult and long-lasting, support proposes that intercession is both designated and efficient (Currier et al. 2008). On the other hand, the accessible facts proposes that just a marginal of individuals will need expert bereavement interferences and that for the balance, interference is not effectual. Consequently, targeting limited possessions for persons who will profit mainly from them is vital. These bereavement support principles have been set up to help out calming care services to accomplish that. References Aveyard, H 2010, Doing a literature review in Health and Social Care. A practical Guide. 2nd ed. Maidenhead .UK. Open University Press. Boelen PA, Van Den Hout MA et al. 2006, A cognitive-behavioral conceptualization of complicated grief, Clinical Psychology: Science and Practice, vol. 13, no. 2, pp. 109128. Chochinov, H. M., William, B. 2010, Handbook of Psychiatry in Palliative Medicine, New York: Oxford University Press, Inc. Currier JM, Neimeyer RA et al. 2008, The effectiveness of psychotherapeutic interventions for bereaved persons: a comprehensive quantiative review, Psychological Bulletin, vol. 134, no. 5, pp. 648661. Latham A and Prigerson HG 2004, Suicidality and bereavement: complicated grief as psychiatric disorder presenting greatest risk for suicidality, Suicide and Life Threatening Behavior, vol. 34, pp. 350362. Murillo M, Holland JC 2004, Clinical practice guidelines for the management of psychosocial distress at the end of life, Palliative and Support Care, vol. 2, pp. 6577. Shear K, Frank E et al. 2005, Treatment of complicated grief: a randomized controlled trial, JAMA vol. 293, no. 21, pp. 26012608. Thekkumpurath P, Venkateswaran C et al. 2008, Screening for psychological distress in palliative care: a systematic review, Pain Symptom Management, vol. 36, no. 5, pp. 520528. Woolliams,M.,Williams,K.,Butcher,D,Pye,J.2009, Be more critical: A practical guide for Health and Social Care students. Oxford.UK. Oxford Brookes University. Zhang B, El-Jawahri A et al. 2011, Update on bereavement research: evidence-based guidelines for the diagnosis and treatment of complicated bereavement, Palliiative Medicine, vol. 9, pp. 11881203. Zisook, S. 2000, Understanding and Managing Bereavement in Palliative Care. In Handbook of Psychiatry in Palliative Medicine (2000) H. M. Chochinov, B. William (321-334), New York: Oxford University Press, Inc.

Research on Prime Bank (Rajshahi) free essay sample

RESEARCH ON PRIME BANK (RAJSHAHI) 1. 1INTRODUCTION Banking system in Bangladesh comprises nationalized commercial banks, denationalized commercial banks, private commercial banks, foreign banks, development financial institutions etc. Human Resources Management (HRM) plays a vital role in the growth and development activities to the banking system. HRM adheres to human resource planning, recruitment and selection, training and management development, compensation, performance appraisals and satisfaction. HRM has the highest coverage even in the global perspective due to international growth strategic, degree of decentralization, firm’s size need for expatriate compensation etc. 1. 2ORIGIN OF THE REPORT Dr. M. Saiful Islam Professor of the Department of Management assigned this report to me as a part of MBA Program. This MBA program was introduced by IBA, Rajshahi University in 2009 in order to prepare graduates with specialization in Business and Financial sector in Bangladesh. This program has been designed to equip the participant the fresh students with basic theoretical knowledge and desk wise practical aspects of business in the context of Bangladesh. We will write a custom essay sample on Research on Prime Bank (Rajshahi) or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Since MBA Program is an integrated and practical as well as theoretical course on financial sector, the students of this program are required to have a practical exposure in job sector 1. 3OBJECTIVES OF THE REPORT: The broad objectives of the study are to investigate the practices of Human Resource Management of the Prime Bank Limited. The major objectives of the study are stated bellow: . To fulfill the course requirement of the 5th term of MBA Program. 2. `What are the main factors in the human resource management environment? 3. How do these factors impact upon the respective human resource management? 4. To identify the different aspects of HRM practices in Prime Bank Limited. 5. What are the different personnel policies in banks to utilize human resources properly? 6. To measure the deviation between the existing policies and practices. 7. To identify the problem areas of HRM practices in the banking sector. 8. To make recommendations for the improvement of HRM practice in the said sector. 9. To have some practical exposure in banking that will be helpful for coming years 10. To learn desk-wise activities in a branch of a bank. 11. To gather knowledge about the functions of different department of bank branch and to compare ongoing practices with theory. 1. 4NEED OF THE STUDY: HRM process is continuous process due to inter relatedness of all the human resources functions more specificity is important. Right number of people in right places in right time is made available through Human Resources Planning (HRP*). Selection process adapted to the organizations culture and working environment is more helpful for the purpose, with the organization change over time. Employee training and management development are duly emphasized for the same purpose. Effective performance depends on extrinsic factors like achievement, recognition on responsibility from the work etc. This study would be helpful for our policy makers, researchers and other decision makers in banking areas. 1. 5METHODOLOGY : 1. 5. 1Meaning of methodology Research methodology is a way to systematically solve the research problem. It may be understood as a science of study how research is done scientifically. In it we study the various steps that will generally adopt by researched. In studding his research problems are along with the logic behind them. Researches not only need to know how to develop certain in deeps or test how to calculate the mean, the mode, the medium on the standard deviation or chi-square, how to apply particular research techniques, but they also need to know which of these methods on technique are relevant and which are not, and what would they mean and indicate and why. . 5. 2 Source of data As a part of my internship program I had been working in Prime Bank Limited, Rajshahi Branch. For a period of 12 weeks during July 21,2009 to September 20th, 2009. To make the report more meaningful and presentable, two sources of data and information have been used widely. Both Primary and secondary data sources were used to generate the report The Primary sources are as follows- a)Face to Face co nversation with the respective officers and staffs of the branch b)Informal conversation with the clients. )Practical work exposures from the different desks of the three departments of the Branch d)Study of the relevant files as instructed by the officers concerned. e)My Diary The Secondary Sources of data and information are a) Annual Reports of Prime Bank Limited published so far b) Periodicals published by Bangladesh Bank. c) Various books, articles, compilations etc. 1. 5. 3 Sample Size The sample size was 23. The sample was comprised of both executive and non executive employees of Rajshahi Branch 1. 5. 4Analysis and inspection of Data Very simple statistical techniques: such as frequency distribution, average, histogram etc. were used to analyze collected data. 1. 5. 5Techniques of collecting data Data collection method is one kind of process of collecting data. To prepare report, I used the following methods of collecting data in complying with my study objectives. 1. 6 SUMMARY Theoretical knowledge is acquired for the applying in the practical life. For the propensity of application of theatrical knowledge in practical life successfully internship program is absolutely necessary. Internship program is the way of implementing the theatrical knowledge practically. However, the importance of internship may be described in the following ways: 2. 1 INTRODUCTION Human resource management (HRM) encompasses those activities designed to provide, motivate and coordinate the human resources of an organization. The human resources of an organization represent its largest investment. Human resource management is a modern term for what has traditionally been referred to as personnel administration or personnel management. Human resource functions are no longer specialized functions, merely confined to the HR/personnel department. Rather, management of human resources is the responsibility of every manager in the present business scenario. 2. 2 CONCEPT OF HUMAN RESOURCE MANAGEMENT Human resource management (HRM) is concerned with the people. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true regardless of the type of organization—government, business, education, health, recreation, or social action. Getting and keeping good people is critical to the success of every organization, whether profit or nonprofit, public or private. Those organizations that are able to acquire, develop, stimulate, and keep outstanding workers will be both effective (able to achieve their goals) and efficient (expending the least amount of resources necessary). Those organizations that are ineffective or inefficient risk the hazards of stagnating or going out of business. Survival of an organization requires competent managers and workers coordinating their efforts toward an ultimate goal. HRM can be defined as a process consisting of four functions—acquisition, development, motivation, and maintenance—of human resources. In less-academic terms, we might describe these four functions as getting people, preparing them, activating them, and keeping them 2. 3ACQUISITION OF HUMAN RESOURCES The acquisition function of HRM begins with planning. Relative to human resource requirements, we need to know where we are going and how we are going to get there. This includes the estimating of demands and supplies of labor. Acquisition also includes the recruitment, selection, and socialization of employees. The development function can be viewed along three dimensions. The first is employee training, which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of an executives conceptual abilities. The third is career development, which is the continual effort to match long-term individual and organizational needs. The motivation function begins with the recognition that individuals are unique and that motivation techniques must reflect the needs of each individual. Within the motivation function, alienation, job satisfaction, performance appraisal, behavioral and structural techniques for stimulating worker performance, the importance of linking rewards to performance, compensation and benefits administration, and how to handle problem employees are reviewed. The final function is maintenance. In contrast to the motivation function, which attempts to stimulate performance, the maintenance function is concerned with providing those working conditions that employees believe are necessary in order to maintain their commitment to the organization. Within the confines of the four functions—acquisition, development, motivation, and maintenance—many changes have occurred over the years. What once was merely an activity to find a warm body to fill a vacancy has become a sophisticated process of finding, developing, and retaining the best-qualified person for the job. But this metamorphosis did not occur overnight. It is the result of many changes in management thought, society, and the workers themselves. Let us now look at this transition of personnel. ( DeCENZO ROBBINS,1999:03- 05) FIGURE 3-1: HRM Components Source: Adapted from Meg Isaac Sternberg, â€Å"Organizational Model For Human Resource Planning (Unpublished paper, Baltimore, 1984). cited in (DeCENZO ROBBINS,1999:13) 2. 4 SCOPE OF HRM The scope of HRM is indeed vast. All major activities in the working life of a worker—from the time of his or her entry into an organization until he or she leaves—come under the purview of HRM. Specifically, the activities included are—HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development,, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations (IR) and the like. For the sake of convenience, we can categories all these functions into seven sections—(i) introduction to HRM, (ii) employee hiring, (iii) employee and executive remuneration, (iv) employee motivation, (v) employee maintenance, (vi) industrial relations, and (vii) prospects of HRM. Aswathappa,2005: 05-06) Figure3. 2: Scope of HRM Source:† Human Resource Management† Aswathappa, 2005:6 2. 5 HUMAN RESOURCE FUNCTION Human resource functions refer to tasks performed in an organization to provide for and coordinate human resources. Human resource functions are concerned with a variety of activities that significantly influence almo st all areas of an organization and aim at: 1. ensuring that the organization fulfills all of its equal employment opportunities and other government obligations, 2. carrying out job analysis to establish the specific requirements for individual jobs within an organization, 3. orecasting the human resource requirements necessary for the organization to achieve its objectives both in terms of number of employees and skills, 4. developing and implementing a plan to meet these requirements, 5. recruiting and selecting personnel to fill specific jobs within an organization. Orienting and training employees. Designing and implementing management and organizational development programmers. Designing systems for appraising the performance of individuals. Assisting employees in developing career plans. Designing and implementing compensation system for all employees. (Pattanayak, 2002: p. -9) 2. 5. 1 HUMAN RESOURCE PLANNING The planning process is essential to meet the staffing needs that r esult when complex and changing organizations encounter a dynamic business environment. The planning process involves forecasting HR needs and developing programs to ensure that the right numbers and types of individuals are available at the right time and place. Organizations depend on what-if scenarios that look at future needs in the context of work force demographics, economic projections, anticipated technological changes, recruitment success, retention goals, and shifts in organizational strategy. Careful descriptions and analyses of current jobs are needed to plan for future selection systems and training programs and to ensure that appraisal and compensation systems are rationally based on job demands. 2. 5. 2 RECRUITMENT In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. A formal definition of recruitment is: In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. A formal definition of recruitment is: it is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected} Though, theoretically, recruitment process is said to end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. (Aswathappa, 2005: p. 32) 2. 5. 3PURPOSE IMPORTANCE OF RECRUITMENT The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: 1. Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. 1. Increase the pool of job candidates at minimum cost. 2. Help increase the success rate of the selection process by reducing the number of visibly un der qualified or overqualified job applicants. 3. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 2. Meet the organization’s legal and social obligations regarding the composition of its workforce. 3. Begin identifying and preparing potential job applicants who will be appropriate candidates. 4. Increase organizational and individual effectiveness in the short term and long term. 4. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. (Aswathappa, 2005: p. 132) 2. 5. FACTORS GOVERNING RECRUITMENT Given its key role and external visibility, recruitment is naturally subject to influence of several factors. These include external as well as internal forces. Those are as follows: (Aswathappa, 2005: p. 133) Fig3. 3: Factors Influencing Recruitment Source:† Human Resource Management† Aswathappa, 2005:133 2. 5. 5RECRUITMENT PROCESS As was stated earlier, recruitment refers to th e process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, viz. (i) planning, (ii) strategy development, (iii) searching, (iv) screening, and (v) evaluation and control. The ideal recruitment program is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programmers can miss the ideal in many ways: by failing to attract an adequate applicant pool, by under/ over selling the organization, or by inadequately screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for individuals with the appropriate qualifications and interests, what inducements to use (or avoid) for various types of applicant groups, how to distinguish applicants who are unqualified from those who have a reasonable chance of success, and how to evaluate their work. (Aswathappa, 2005: . 135) Source: Herbert G. Heneman III, et al. , Personnel/Human Resource Management, p. 226. cited in † Human Resource Management† Aswathappa, 2005:136 2. 6 SELECTION Selection is the process of discovering the qualifications and characteristics of the job applicant in order to establish their likely suitability for the job position. Effective selection decisions are those where the candidate was predicted to be successful and later did prove to be a successful performer on job. There could be two types of errors in selection decisions: Reject errors. Rejecting candidates who would have performed successfully on the job. Select errors. Selecting candidates who later perform poorly on the job. An effective selection system should endeavor to minimize both these errors. This is possible if the system is impartial, has a degree of objectivity and a fairly uniform standard of assessment. Though the benefits of good selection are clear, demerits in poor selection are not so obvious. The cost of advertising, management time involved in selection and training and expense of dismissal are relatively easy to calculate as compared to long-term effects such as lowering of morale, reduced quality of products and services which are difficult to be quantified. Many organizations focus their attention on only the can do element—assessing the knowledge and skills needed for job performance. This is not adequate as a person competent to perform the job may not be interested in doing it Therefore, for selection to be effective, we need to also assess their will do motivation component. Good selection requires a methodical approach to the problem of finding the best matched person for the job. A framework can be built by answering the following questions: What am I looking for? —Analyze the job. How do 1 find out? —Recruit through agencies and consultancy. How can I recognize when I see it? —Select through application forms, interviews, lists and references. Selection is a chain which is as strong as its weakest link. The selection involves a series of complex decisions concerning the choice of person, choice of methods to use, and the choice of information. 2. 6. 1STAGES IN SELECTION PROCESS There are four stages in the selection process—screening of application forms, tests, selection interview, and selection decision. These stages have been discussed in the succeeding paragraphs. Stage 1: Screening of Application Forms Before detail selection can take place, it is necessary to reduce the applicants to manageable proportions. This may be done by initial screening of the information received through letters, curriculum vitae (CV) or application forms or a combination of these. In the case of CVs, applicants tell us what they think we want to know, whereas the application form will provide us with uniform and precise information about each candidate. CVs are frustrating to work with because they invariably have different layouts and omit vital pieces of information should the applicants consider them damaging to their cause. CVs are as important for what they fail to say as for the information they contain. Application forms are for data gathering only; they are not test instruments in themselves. It is unwise to assess applicants, for example, on the quality of their handwriting or creativity of their replies. The information contained in an application may have to be taken on trust at the screening stage, but inconsistent or ambiguous information should be checked during the interviews or later through references. The application form contains a wealth of information which if interpreted correctly, will significantly reduce the number of applicants required for interview. The two primary purposes of the application form are to . liminate applicants failing to meet minimum qualifying requirements, and for the remaining applicants to formulate a hypothesis about their personality and motivation to be explored at the interview. The most appropriate screening method will depend on the type of job to be filled and seniority of the likely applicants. Senior managers are generally reluctant to complete application forms and will probably have a CV available. Application forms should vary in their design according to the level of the job. The following guidelines may be used while interpreting information from an application form: Access quantifiable factors. Check factual data from the application form against the minimum acceptable requirements set out in the person specification such as age, qualification, and experience. Check for consistency. Skilled selectors soon develop a feel about good applicants based on the consistency of the data contained in their application forms. Are there any gaps between school and higher education and if so what happened during this time? Does the career record contain a series of jobs running consecutively one to the next or are there periods unaccounted for? Check the form in this way for ambiguous information and follow this up at the interview stage. Stage 2: Tests These include tests of-intelligence, aptitude, ability and Interest. Tests in intellectual ability, spatial and mechanical ability, perceptual ability and motor ability have shown to be moderately valid predictors for many semi-skilled and unskilled operative jobs in the industrial organizations. Intelligence tests are reasonably good predictors for supervisory positions. But the burden is on management to demonstrate that any test used is job related. There are two sets of tests—performance and psychological. These are discussed below: Performance simulation tests. These tests are aimed to find out if the applicant can do the job successfully by asking him to do it. They have become very popular these days. The enthusiasm for these tests lies on the fact that they are based on job analysis data and, therefore, easily meet the requirements of the job relatedness as compared to the written tests. The two of the known performance simulation tests are: (i) Work Sampling. It is an effort to create a miniature replica of a job. Applicants demonstrate that they possess the necessary skills by actually doing the tasks. By carefully devising work samples based on job analysis, the knowledge, skills and abilities needed for each job can easily be evaluated. Studies almost consistently demonstrate that the validity of work samples is superior to aptitude and personality tests. Standard trade tests have been developed for electricians, machinists, and host of other trades. (ii) Assessment Centers. In assessment canters, line executives, supervisors and/or qualified psychologists evaluate candidates as they go through two to four days of exercises that simulate real problems that the candidates are likely to encounter on the job. Based on the requirement that the actual job incumbent has to meet, activities might include interviews, in-basket problem solving exercises, group discussions, and business games. The evidence on the effectiveness of assessment canters is extremely impressive. Psychological test. Psychological tests are regarded by some as having almost magical properties but can easily be misused and misinterpreted by untrained people. These tests tend to be used as an easy option in the decision making process with managers becoming over-dependent on the test results. Good tests are useful in the right circumstances because they can provide an objective measure of peoples abilities. However, as they are precise and objective measuring instruments, they tend to be very specific in what they measure. Tests, therefore, should be validated, that is, proved to predict future performance, before they are used in the selection process. This is important because tests may unfairly discriminate against certain population groups. All this makes testing an expensive business, it is better not to test at all than to test badly. Psychological tests have a time limit but questions asked become progressively difficult. These tests are a most sophisticated tool for measuring human characteristics and are unbiased as compared’ to other tests, and are therefore extensively used in selection decisions. Various psychological tests are described below: (i) Intelligence Tests. One of the first intelligence tests, the Benet Simon test, assumed that intelligence was a general trait a capacity for comprehension and reasoning. Thurston differentiated primary mental abilities from the general trait of intelligence and created more specialized types of intelligence tests for reasoning, word fluency, verbal comprehension and arithmetical ability. While the Wechsler Bellevue Intelligence Scale utilizes a multiple measurement of factors such as digit span, information known comprehension, vocabulary, picture arrangement and object assembly. (ii) Aptitude Tests. These tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Specific aptitudes which are usually tested are mechanical, clerical, musical and academic aptitudes, dexterity (finger, hand), hand-eye co-ordination, etc. Some of the tests under this category are: †¢ MATRIX (Management Trial Exercise) designed by Proctor and Gamble. †¢ CAT (Clerical Aptitude Test) to assess vocabulary, spelling, arithmetical ability, details checking, etc. †¢ PAT (Pilot Aptitude Test)—to assess coordination between hands and feet movements. †¢ Computer Aptitude Test—to assess power of reasoning and analysis. (iii) Interest Tests. These tests are designed to find out the interest of an applicant in the job he has applied for. Two of the most widely used tests are: †¢ Strong Vocational Interest Blank—in which the applicant is asked whether he likes, dislikes or is indifferent to many example of school subjects, occupations, amusements, peculiarities of people and particular activities. The answers given are compared with the answers earlier given by successful people in specific professions and occupations. †¢ Kuder Preference Record—in which a questionnaire tests the interest in mechanical, scientific, clerical, social service, computation, persuasive, artistic, literary and musical abilities. Kuder has also designed techniques to differentiate between honest answers and those designed to make a good impression. The system is reported to be 90 per cent accurate in detecting dishonest answers, (iv) Personality Test. The importance of personality to job success cannot be denied. Individuals possessing intelligence, aptitude and experience for a certain job have often been found unsuccessful because of their inability to get along with others. Personality tests are similar to interest tests in that they also have a serious problem of obtaining honest answers. Such tests have been of great use in counseling situations. In order to obtain a more realistic assessment of personality, projective tests have been designed. Such tests invoke from the candidates a response which is indicated in their private world and personality process. Some of the personality tests are given below: †¢ Thematic Appreciation Test (TAT): This is one of the most popular projective tests in which the candidate is shown a series of pictures, one at a time, and asked to write a story for each of the pictures. Examples of such scenes are a short elderly woman standing with her back turned to a tail young man, or a boy lying on the floor next to a couch with a revolver by his side. The candidate is supposed to include in the story— what has led up to the current scene, what is happening at the moment, what are the characters feeling and thinking, and what will be the outcome of the situation? The psychologist analyzes the story in terms of such factors as length, vocabulary, bizarre ideas, plot, mood, etc. He then tries to integrate his findings into a general personality description of the subject in terms of his needs, pressure upon him, defense and ego activities, etc †¢ Rorschach Ink Blot Test. In this test, the candidate is asked to organize unstructured inkblots into meaningful concepts. The resulting projections are analyzed in terms of use of color and shades, use of part or whole of a blot, seeing of movement, definiteness and appropriateness of forms seen, etc. An integrated picture of the candidates personality is then formulated. Some organizations use polygraphs or lie detector test in an attempt to reduce dishonesty among employees. Though such tests appear to be different from those that purport to measure ability and knowledge, their use is ordinarily justified by organization on the basis of trying to obtain the best whole person. William H. Whyte Jr. observes that personality testing constitutes an invasion of privacy. In his popular book, The Organization Man, he provides a psychological set to enable the applicants to pass any personality test, thereby evading the organizations invasion of his privacy. Justification for use of any test must first rest on proved contribution to selection effectiveness in terms of productivity and positive contribution to organization goals. Stage 3: Selection Interview Interviews are designed to probe into areas that cannot be addressed by the pplication form or tests. These areas usually consist of assessing candidates motivation, ability to work under stress, inter-personal skills, ability to fit-in the organization. Where these qualities are related to job performance, the interview should be a very valuable tool. For example, these qualities have demonstrated relevance for performance in upper managerial positions. So the use of the interview in selecting executives make s sense. But its use in identifying good performance for most lower level jobs appears questionable. The interviews often turn out to be catch-all, that is, if no other stage can adequately extract the desired information, the task is automatically assigned to the interview. For many managers, the selection process begins and ends with the interview. Interview seems to carry a great deal of weight. Its results tend to carry a disproportionate amount of influence in the selection decision. There is no doubt that the interview is the most widely used selection device that organizations rely on to differentiate candidates. It plays a vital part in about ninety per cent of selection decisions. But an interview should be planned well to decide the parameters for selection. The following steps are recommended to improve the validity of interviews: †¢ Structure the interview so that it follows a set procedure. Unstructured interviews have too much variability to be effective decision guides. †¢ Provide training to interviewers. †¢ Interviewers should have detailed information about the job for which the candidates are being interviewed. †¢ Standardize the evaluation form. †¢ Interviewers should take down the notes during the interview. Knowledge of pseudo-sciences such as Physiognomy study of face—can provide a valuable help to the interviewer. Stage 4: Selection Decision In practice, the final decision will probably be between three or four candidates, since most will have been eliminated during the earlier stages, or at the application form stage, through failing to meet the quantitative requirements. The rest will be eliminated after the int erview, again on the quantitative evidence or through failure to meet requirements based on personality or motivation. It is unlikely that any of the three or four emaining applicants will meet the person specification in every way. The personnel specialist together with line management will now have to weigh up the strengths and weaknesses of each candidate. One may have more experience while another may have greater development potential and so on. In the end making the right decision depends on management judgment; the evidence must be assessed and the best match made of person to specification; whilst taking into account the present and future demands of the job. (Pattanayak, 2002: p. 56-62) CONCLUSION Recruitment and selection is a vital function of HR in the organization. Slightest mistake will lead to a square peg in round hole. In the long run, these people would be a liability to their organization, becoming problem children. The role of HR manager is very crucial in sleeting and recruiting the right kind of people who can be an asset for the company. Instead of following a blind elimination process, focus should be on selecting. People based on the skills and competencies required for the job. 2. 7: HUMAN RESOURCE DEVELOPMENT 2. 7. 1 WHAT IS CAREER? The term career has a number of meaning in a popular usage it can mean advancement (â€Å"his career progressing nicely†), a profession (â€Å"she has chosen a career in medicine†) or a lifelong sequence of jobs (his career has included fifteen jobs in six different organizations). For our purposes, we will define career as a sequence of positions occupied by a person during the course of a lifetime. Utilizing this definition, it is apparent that we all have or will have careers. The concept is as relevant to transient, unskilled laborers as it is to engineers or physicians. Importantly, it does not imply advancement nor success or failure. For our purposes, therefore, any work, paid or unpaid, pursued over an extended period of time, can constitute a career. In addition to formal job work, it may include schoolwork, homemaking, or volunteer work. (DeCENZO ROBBINS,1999:277) 2. 7. 2 INDIVIDUAL VERSUS ORGANIZATIONAL PERSPECTIVE The study of careers takes on a very different orientation depending on whether it is viewed from the perspective of the organization or the individual. A key question in career development, then, is, With whose interests are we concerned? From an organization or managerial standpoint, career development involves tracking career paths. Management seeks information so it can direct and monitor the progress of minorities and women, and to ensure capable managerial and technical talent will be available to meet the organizations needs. In contrast, individual career development focuses on assisting individuals to identify their major career goals and to determine what they need to do to achieve these goals. Notice, in the latter case, the focus is entirely on the individual and includes his or her career outside the organization as well as inside. So while organizational career development looks at individuals filling the needs of the organization, individual career development addresses each individuals personal work career irrespective of where this work is performed. For instance, an excellent employee, when assisted in better understanding his or her needs and aspirations through interest inventories, life planning analysis, and counseling, may even decide to leave the organization if it becomes apparent that career aspirations can best be achieved outside the employing organization. (DeCENZO ROBBINS,1999:277-278) 2. 7. CAREER DEVELOPMENT VERSUS PERSONNEL DEVELOPMENT Given the extensive discussion in the previous chapters on personnel development, you may be wondering what, if any, differences there are between career development and employee or management development. These topics have a common element, but there is one distinct difference—their time frame. Career development looks at the long-term career effectiv eness and success of organizational personnel. In contrast, the kinds of development discussed in the preceding chapter focus on work effectiveness or performance in the immediate or intermediate time frame. These two chapters are closely linked; employee training and management development effort should be compatible with an individuals career development in the organization. But a successful career program should look toward developing people for the long-term needs of the organization and be capable of dealing with the dynamic changes that will take place, over time, in attempting to match individual abilities and aspirations with the needs of the organization. (DeCENZO ROBBINS,1999:278) 2. 7. THE VALUE OF EFFECTIVE CAREER DEVELOPMENT Assuming that an organization already provides extensive employee and management development programs, why should it need to consider a career development program as well? A long-term career focus should increase the organizations effectiveness in managing its human resources. More specifically, we can identify several positive results that can accrue from a well-designed career development program. (DeCENZO ROBBINS,1999:278) Ensures Needed Talent Will Be Available. Career development efforts are consistent with, and a natural extension of, human resource planning. Changing staff requirements over the intermediate and long term should be identified in human resource planning. Working with individual employees to help them better align their needs and aspirations with those of the organization will increase the probability that the right people will be available to meet the organization’s changing staffing requirements. (DeCENZO ROBBINS,1999:279) Improves the Organizations Ability to Attract and Retain High-Talent Personnel. Outstanding employees will always be scarce, and they usually find there is considerable competition to secure their services. Such individuals may give preference to employers who demonstrate a concern for their employees future. If already employed by an organization that offers career advice, these people may exhibit greater loyalty and commitment to their employer. Importantly, career development appears to be a natural response to the rising concern by employees for the quality of work life and personal life planning. As more and more people seek jobs that offer challenge, responsibility, and opportunities for advancement, realistic career planning becomes increasingly necessary. Additionally, social values have changed so that a larger segment of the work force no longer look at their work in isolation. Their work must be compatible with their personal and family interests and commitments. Again, career development should result in a better individual-organization match for such individuals and lead to less turnover. (DeCENZO ROBBINS,1999:279) Ensures That Minorities and Women Get Opportunities for Growth and Development. As discussed in previous chapters, equal employment opportunity legislation and affirmative action programs demand that minority groups and women get opportunities for growth and development that will prepare them for greater responsibilities within the organization. Minorities and women are asking for career development assistance. Furthermore, the courts frequently are looking at an organizations career development efforts with these groups in ruling on discrimination suits. (DeCENZO ROBBINS,1999:279) Reduces Employee Frustration. As the educational level of the work force has risen, so have its occupational aspirations. Unfortunately, the late 1970s and early 1980s were characterized by a slowing of economic growth and reduced advancement opportunities. The result was increased frustration by employees when they saw a significant disparity between their aspirations and actual opportunities. Career counseling can result in more realistic, rather than raised, employee expectations. (DeCENZO ROBBINS,1999:279) 2. 7. 5 EXTERNAL VERSUS INTERNAL DIMENSIONS TO A CAREER Every individuals career has two dimensions or components. One, called the external dimension, is realistic and objective while the other, the internal dimension, represents the individuals subjective perceptions. Let us briefly describe each, consider the value in distinguishing between the two, and the importance of achieving a successful match. The external dimension in a career represents the objective progression of steps through a given occupation. It may be very explicit, as it is for the physician who moves from an undergraduate program, to medical school, and then through an internship, residency, licensing, hospital affiliation or private practice, and so forth. But it need not be an upward progression. For instance, an automobile factory worker achieves visible progression, though not necessarily upward. He gets a higher rating or classification, an increase in pay, greater seniority, less physically demanding work, or the opportunity to train new employees. The relevant point is that each of these steps is objective and explicit. The internal dimension in a career is a subjective concept of progression. This concept of a career may be very vague, as when one has the general ambition to get ahead. Of course, it might also be a very specific ambition of being a vice-president at Alcoa, making $100,000 a year by the age of forty. Importantly, the internal and external dimensions may equate; that is, ones perceptions align with reality. But the two frequently diverge. What is the importance of viewing a career along these two dimensions? We have to recognize that the major influence on individuals attitudes and behavior will not be objective r eality, but rather their subjective perception of their career relative to their expectations. Complaining about ones work, demonstrating strong commitment, exhibiting high motivation, having a number of absences, or resigning from the organization are frequently responses to ones subjective perceptions about work and career development. The actual reality means little. The internal-external dichotomy can explain, for example, how one twenty-five-year-old woman can be enthusiastic and highly satisfied with a $20,000-a-year job as a cost accounting supervisor while another twenty-five-year-old woman, in the same job and earning the same pay, feels trapped. The first may perceive the job as a natural step in her long-term goal to senior management while the other perceives this same job as a dead end. Though both may have identical external career patterns, they react in response to the internal or subjective perception. So, regardless of what an organization may be objectively doing to develop the careers of its employees, successful career development demands that attention also be given to how employees perceive their career relative to their expectations. A career development program must consider the aspirations of each employee and the organizational opportunities that realistically can be expected to evolve for each. Failure to match the internal career sought by the employee and the external career offered by the organization will result in suboptimal management of human resources. A twenty-one-year-old college graduate who joins General Motors with the aspiration of some day reaching the presidency will have to get a promotion every two or three years to achieve that end. General Motors has a responsibility to make this reality clear to ambitious junior employees. In contrast, another twenty-one-year-old entering a medium-sized supermarket chain with his eyes on the firms presidency may need only three or four promotions to reach his goal. With realistic career counseling, the GM employee should understand that failure to obtain a promotion within three years may be a serious threat to his ultimate ambition. Similarly, realistic career counseling should indicate that the lack of a promotion within the same time period at the supermarket chain in no way hinders ones chances to reach the presidency. Since progression timetables differ from organization to organization, the successful matching of internal and external careers should result in the more effective management of human resources(DeCENZO ROBBINS,1999:279-281). 2. 7. 6 CAREER STAGES The most popular way for analyzing and discussing careers is to look at them as made up of stages. In this section, we will propose a five-stage model that is generalizable to most people during their adult years, regardless of the type of work they do. We begin to form our careers during our elementary and secondary school years. Our careers begin to wind down as we reach retirement age. We can identify five career stages that most of us have gone through or will go through during these years: exploration, establishment, mid-career, late career, and decline. These stages are depicted in For most of us, the age ranges for each stage in are generally accurate. Of course, for some individuals, pursuing certain careers, this model is too simplistic and must be significantly modified. The key is to give your primary attention to the stages rather than the age categories. For instance, someone who makes a dramatic change in a career to undertake a completely different line of work at age forty-five will have many of the same establishment-stage concerns as someone starting at age twenty-five. On the other hand, if the forty five-year-old first started working at age twenty-five, he or she now has twenty years experience as well as interests and expectations that differ from those of a peer who is just starting a career at middle-age. To illustrate, a thirty-five-year-old full professor is more like a fifty five-year-old full professor than a thirty-five-year-old graduate student! However, for the large majority of us, the model in will have considerable relevancy. (DeCENZO ROBBINS,1999:281-282) Exploration Many of the critical choices individuals make about their careers are made prior to ever entering the work force on a paid basis. Our relatives, teachers, and friends, as well as what we see on television and in films, very early in our lives begin to narrow our alternatives and lead us in certain directions. Certainly the careers of our parents, their interests, their aspirations for their children, and their financial resources will be heavy factors in determining our perception of what careers are available or what schools, colleges, or universities we might consider. The exploration period ends for most of us in our mid-twenties as we make the transition from school to work. From an organizational standpoint, therefore, this stage has the least relevance, since it occurs prior to employment. It is, of course, not irrelevant. (DeCENZO ROBBINS,1999:282-283) Establishment The establishment period begins with the search for work and includes getting your first job, being accepted by your peers, learning the job, and gaining the first tangible evidence of success or failure in the real world. It is a time that begins with uncertainties and anxieties. Additionally, it is marked by the making of mistakes, the learning from these mistakes, and the gradual assumption of increased responsibilities. However, individuals in this stage have yet to reach their peak productivity, and rarely are they given work assignments that carry great power or high status. DeCENZO ROBBINS,1999:283) Mid-Career Most people do not face their first severe career dilemmas until they reach the mid-career stage. (This is a time where individuals may continue their prior improvements in performance, level off, or begin to deteriorate. At this stage, the first dilemma is accepting that one is no longer seen as a learner. Mistakes carry greater penalties. At this point in a career, one is expected to have moved beyond apprenticeship to journeyman status. To those who make the successful transition go greater esponsibilities and rewards. For others, it may be a time of reassessment, job changes, adjustment of priorities, or the pursuit of alternative life styles (such as making a major geographical move or going back to college). (DeCENZO ROBBINS,1999:283) Late Career For those who continue to grow through the mid-career stage, the late career usually is a pleasant time when one is allowed the luxury to relax a bit and enjoy playing the part o the elder, statesman. It is a time where one can rest on ones laurels and bask in the respect given by younger employees. During the late career, individuals are no longer Teaming nor is it expected that they should be trying to outdo their levels of performance from previous years. Their value to the organization lies heavily in their judgment, built up over many years and through varied experiences, and sharing with and teaching others based on the knowledge they have gained. For those who have stagnated or deteriorated during the previous stage, the late career brings the reality that they will not have an everlasting impact or change the world as they had once thought. It is a time when individuals recognize that they have decreased work mobility and may be locked into their current job. One begins to look forward to retirement and the opportunities of doing something different. Life off the job is likely to carry far greater importance than it did in earlier years. (DeCENZO ROBBINS,1999:283) Decline The final stage in ones career is difficult for everyone but, ironically, is probably hardest on those who have had continued successes in the earlier stages. After several decades of continued achievements and high levels of performance, the time has come for retirement. These individuals are forced to step out of the limelight and give up a major component of their identity. For the modest performers or those who have seen their performance deteriorate over the years, it may be a pleasant time. The frustrations that have been associated with work will be left behind. Adjustments, of course, will have to be made regardless of whether one is leaving a sparkling career or a dismal career. The regimentation that work provided will no longer be there. Responsibilities will be fewer and life will be less structured. As a result, it is a difficult stage for anyone to confront. (DeCENZO ROBBINS,1999:284) 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 Fig 3. 5 Stages in Career Development Source: Adapted from D. E. Super and D. T. Hill. â€Å"Career Development: Exploration and Planning,† in Annual Review of Psychology, ed. M. R. Rosenzweig and L. W. Porter(Palo Alto, Calif. Annual Reviews, Inc. , 1978),xxIx, 35 cited in(DeCENZO ROBBINS,1999:282) 2. 8 CONCEPT OF TRAINING AND DEVELOPMENT In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills an d knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and development need = Standard performance Actual performance. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms. Table 3. 1 draws a distinction between training and education more clearly. (Aswathappa, 2005: p. 194) |Table 3. : Training and Education Differentiated | |Training |Education | |Application |Theoretical orientation | |Job Experience |Class Room Learning | |Specific Tasks |General Concepts |Narrow Perspective |Broad Perspective | Source:(Aswathappa, 2005: p. 194) 2. 8. 1 NATURE OF TRAINING DEVELOPMENT Though training and education differ in nature and orientation, they are c omplementary. An employee, for example, who undergoes training, is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgment and to choose alternative solutions to the job problem, training programmes seek to broaden and develop the individual through education. For instance, employees in well-paid jobs and/or employees in the service industry may be required to make independent decisions regarding their work and their relationships with clients. Hence, organizations must consider elements of both education and training while planning their training program Though it is useful to know the difference between training and education, it is not emphasized in this chapter. Rather, elements of both education and training are assumed to be a part of the organizational training programme. Development refers to those learning opportunities designed to help employees grow. 4 Development is not primarily skills-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary. To bring the distinction among training, education and development into sharp focus, it may be stated that training is offered to operatives, whereas developmental programmes are meant for employees in higher positions. Education, however is common to all the employees, their grades notwithstanding. (Aswathappa, 2005: p-194-195) 2. 8. 2INPUTS IN TRAINING DEVELOPMENT Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. In addition to these, there is a need to impart ethical orientation, emphasise on attitudinal changes and stress upon decision-making and problem-solving abilities. Skills Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate machines, and use other equipment with least damage and scrap. This is a basic skill without which the operator will not be able to function. There is also the need for motor skills. Motor skills (or psychomotor skills, as they are sometimes called) refer to performance of specific physical activities. These skills involve learning to move various parts of ones body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball, and driving a car. Motor skills are needed for all employees—from the janitor to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popularly known as the people skills. Interpersonal skills are needed to understand oneself and others better, and act accordingly. Examples of interpersonal skills include listening, persuading, and showing an understanding of others feelings. Education The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgement. That any training and development programme must contain an element of education is well understood by HR specialists. Any such programme has university professors as resource persons to enlighten participants about theoretical knowledge of the topics proposed to be discussed. In fact, organisations depute or encourage employees to do courses on a part-time basis. Chief Executive Officers (CEOs) are known to attend refresher courses conducted by business schools. The late Manu Chabria, CMD, Shaw Wallace, attended such a two-month programme at the Harvard Business School. Education is more important for managers and executives than for lower-cadre workers. Development Another component of a training and development programme is development which is less skill-oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company. An organisation expects the following from its managers when they are deputed to attend any training and development programme:6 1. How do we make our managers self-starters? How do we imbibe them with a sense of commitment and motivation so that they become self-generating? 2. How do we make them subordinate their parochial, functional loyalties to the interests of the organization as a whole? 3. How do we make them result-oriented? How do we help them see and internalize the difference between activity and results, and between efficiency and effectiveness? 4. How do we make them sensitive to the environment in which they function, both at the workplace and outside? 5. How do we make them aware of themselves—their potential and their limitations? How do we help them see themselves as others see them and accept this self-image as a prelude to change? 6. How do we teach them to communicate without filters, to see and feel points of view different from their own? 7. How do we help them understand power and thereby develop leadership styles which inspire and motivate others? 8. How do we instill a zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo? Surely, the above must form part of any training and development programme. Ethics There is need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production functions in an organisation . They are less seen and talked about in the personnel function. This does not mean that the HR manager is absolved of the responsibility. If the production, finance or marketing personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organisation about the need for ethical behaviour. (Aswathappa, 2005: 195-196) 2. 8. 3 DESIGNING TRAINING DEVELOPMENT PROGRAMME Every training and development programme must address certain vital issues—(i) who participates in the programme? (ii) who are the trainers? (iii) what methods and techniques are to be used for training? (iv) what should be the level of training? (v) what learning principles are needed? (vi) where is the programme conducted? (see Fig. 3. 6). Fig. 3. 6 Steps in Training Programme. Source:(Aswathappa, 2005: p. 206) 2. 8. 4 WHO ARE THE TRAINEES? Trainees should be selected on the basis of self nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisors may effectively learn together about a new work process and their respective roles. 20 Bringing several target audience together can also facilitate group processes such as problem solving and decisionmaking, elements useful in quality circle projects. (Fisher,Schoenfeldt,Showâ€Å"HumanResource Management†2008-2009:832) 2. 8. 5 WHO ARE THE TRAINERS? Training and development programmes may be conducted by several people, including the following: 1. Immediate supervisors, 2. Co-workers, as in buddy systems, 3. Members of the personnel staff, 4. Specialists in other parts of the company, 5. Outside consultants, 6. Industry associations, and 7. Faculty members at universities. Who among these are selected to teach, often, depends on where the programme is held and the skill that is being taught. For example, programmes teaching basic skills are usually done by the members of the HR department or specialists in other departments of the company. On the other hand, interpersonal and conceptual skills for managers are taught at universities: Large organizations generally maintain their own training departments whose staff conducts the programmes. 1 In addition, many organizations arrange basic-skills training for computer literacy. (Aswathappa, 2005: p. 206-207) 2. 8. 6 METHODS AND TECHNIQUES OF TRAINING A multitude of methods of training are used to train employees. The most commonly used methods are shown in Table 3 . 2. Table 3. 2 lists the various training methods and presents a summary of the most frequent uses to which thes e methods are put. As can be seen from Table 3. 2, training methods are categorized into two groups—(i) on-the-job and (ii) off-the-job methods. On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces. Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations. Table 3. 3presents the list of training techniques along with their ranking based on effectiveness. Hide higher the ranking (1 is the highest rank), the more effective the technique is. the list of training techniques |Orienting New |Special Skills |Safety Education |Creative, Technical |Sales, Administrative | | |Employees, Introducing |Training | | Professional |Supervisory Managerial| | |Innovations in Products| | |Education |Education | | | Services | | | | | | |1 |2 |3 |4 |5 | |A. On-the-job Methods | | |Orientation Training | | |Job-instruction training | | |Apprentice training | | |Internships assistantships | |Job Rotation | | |Coaching | | | |v |_ |_ |_ |_ | | |v |v |_ |_ |_ | | |v |v |_ |_ |_ | | |_ | | | | | | |v |_ |_ |_ |v | | |_ |v |v |v |v | |B Off the Jon Training | | |Vestibule | | |Lecture |

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Essay Writing Essay Writing Essay Writing Essay is one of the composition types in which you should present your ideas on certain topics. In other words, the essay must be well structured, well organized and presented in understandable way. It must have a clear readable interesting style. But, above all, it must consist of your ideas about the given topic, this is the center of any essay.  There are many type of essays: narrative essay, compare and contrast essay, five paragraph essay etc. The first task is to collect information. The material can be taken both form primary and secondary sources. Primary sources are literary texts, the texts you work on. Secondary sources are works of criticism. You can't possibly read too many texts and articles but the more literary texts you read and the more information you have. The key to your essay is the number and quality of your ideas about literary texts. The main aim is to present your point of view. Writing an Essay Your thesis is the main essay point, which consists of one sentence at the end of the introductory paragraph of English essay. This sentence lets the reader know where you are going and why. It's practically impossible to write a good essay without a clear thesis. Before writing an essay make an outline. It helps you to organize all of your ideas. Write at least one sentence to describe paragraph. Now it is time to write essay. A format of academic English essay requires introductory paragraph, body paragraphs and conclusion. Introduction should draw reader's attention, set your main ideas and presentation of your ideas, the main point of the essay.  Body paragraph should have at least three to five paragraphs. The first sentence of each paragraph should somehow be linked to, or contrast with, the last sentence of the previous paragraph. You should present a new idea in each paragraph and provide supporting argumentation. All of the major points in your argument need to be supporte d by specific evidence. Compile a list of brief quotations from other sources along with page references which will be presented as your evidence. Speak to your reader as if he or she are sitting in front of you. In other words, instead of writing an essay, try talking an essay. Conclusion is a brief summary of all points which were presented in the body paragraph. Your are not advised to present new ideas in the conclusion. Conclusion is a last paragraph where you can summarize all your ides. Custom Essay Service Ordering custom essay service at .Com, you receive 100% plagiarism free essay which meets your requirements and exceeds expectations.   All of our writers are experienced and educated, they know how to produce an outstanding paper and are capable of conducting a thorough research.   We guarantee originality of every paper we deliver and provide free plagiarism report.   Being our customer is safe and easy, we put your interests on the first place! Get custom written papers here!