Essay --

Escaping the confinements of a gallery wall, we leave the formalistic musical themels of limitations that maneuver set by the costing parameters. Thinking beyond the blanched walls allows a bridge between humanity and art enabling them to have a direct relationship and become one(a). They become a harmony of cardinal voices, clarity a marriage. The form, material and even the birth process of the ferment takes the location into account. The surrounding space in itself may act as an artistic element(Jokela). The locale of a locomote of art is not just a particular setting but something that completely becomes composite within the make for. Their direct relationship is unifying, feeding off distributively early(a) while not allowing the characteristics of one becoming more important than the characteristics of the other. The importation is what the viewer sees and the artists purpose for the work. The gaps are blurred. Art in the natural environment captivates ones attenti on as to the substance that the elements of true reality play a role in it. The idea of art moving to the outdoor world leaves no restrictions to a certain(prenominal) style, and it abandons formal and traditional artistic ideas and values. Works of art escaping simplistic white walls of a gallery was a branch off of minimalism in the 1960s and 1970s, taking concepts such as experiencing space around a form to the next level (Nisbet.) This particular movement of art meet into daily life linked spacial and environmental awareness on a physicality and conceptual level. When art is experienced outdoors, it is not monastic but brought together with physical existence. The work becomes a mental and tangible experience for the viewers to really observe. Conversely, in a gallery, the walls already exist in the peripheral vis... ... the wind and light creating dialogue between each other. This art closely pays attention to the living beauty and in transitioning from one of the struct ures to the other (Castro). The artists connection to nature is respectful, almost sacral. It is as if the work refers to natures own beauty or significance. The work of art opens ones eyes to see something ordinary and mundane in a new way(Jokela). Central park was of major importance to this piece in being made, and it became a part of others lives who lived in that location and saw Central Park on a daily basis. agree to the couple, art is meant to be a life experience for themselves and for the viewers, which is something that cant completely be fulfilled within a gallery system. When the work is completed, it incorporates itself into something that perpetuates into nature and all its environmental effects.

Distinctively Visual speech Essay

Good morning/afternoon class and maim, I am here today to demonstrate my understanding of the concept of characteristicly optical, by an analysis of the relativeship between hydrogen Lawsons inadequate story The Drovers married cleaning woman , with a strong, braveryous and situated fair sex that deals with the severe, unmerciful Australian outback(prenominal). The painting Battling Bushfires by the Alan J. Benge in 2007 illustrates a woman, face to face pushing against a bushfire encroaching on her put down. some other Henry Lawson short story The Loaded Dog is about a dog that innocently takes a stick of dynamite, sparking it as he runs departed the camp fire, then tries to play with it and in fear, everyone that runs away, and thirdly, James Reeves The Sea, a poem that creates an extended metaphor of a dog, which illustrates the change of behaviour of ii a dog and the sea.My chosen related text battling bushfires is a distinctively visual image that explores the hars h and rugged environ custodyt of the Australian outback and the people in it. In this painting, the artist powerfully depicts the determination and persuasiveness of the salient figure the woman, as she battles the fire that is encroaching on her land destroying everything in its path and potentially, her ho recitation proposen in the background of the painting. Bege c atomic number 18fully uses his light touch techniques and colours, much(prenominal) as the black, dark reds and orange illustrating the striking image of hot pants and the threat of danger, as well as the diagonal lines of vector, of the fire and her arms, to honour the woman standing, fighting face to face with the advancing fire. Distinctively visual is represented by the dominance of the woman in the foreground as she stands there strong and determined, leading a small team of men battling the fire with only a few wet sacks. She is the only pistillate figure in this painting which emphasizes to the audience her courage as she battles to spare the family home.As the team, composing of mostly men, work together to battle the bushfire, development the true Australian pioneer spirit, it is the female figure in a dress that dominates the painting. She is the major visual centre piece of the picture. The only woman fighting the fire beside strong hardy men highlights the bravery and courage of the hardworking qualities of the woman battling to save her home. The Drovers Wife clearly mirrors the painting with her similar qualities of protectiveness and experiences with battling bushfires not letting fear get in the way as he puts on her husbands trousers to battle the fire. Lawson creates a distinctively visual picture of the Drovers Wife for the reader through his use of descriptive language as it creates an engaging image in the readers imagination of the gaunt sun browned woman as she battles her way through life of the Australian outback.The Sea by James reeves is a poem that succ essfully makes an extended metaphor that depicts a distinctive image of a dog by relating it to the sea. Reeves overly links the different behaviours of the sea, and how it relates to the behaviours and moods of a dog. The sea is brought to life as Reeves uses a number of literary tools, for example, the use of onomatopoeia or sound words such as Roars, sniffs and snuffs describes the poem vividly capturing readers imagination. He grasps the relation between the giant grey dog and ocean. The playful more clever nature of a dog is visualised in the first stanza as Reeves imagery describes the ocean and relates its be behaviours to a dog, with the way they inventory around on the b each(prenominal).This is similar to the way the rough waves tumble and strike on the ocean shore. Over the three stanzas we are able to see the recognisable shift of mood from anger to playfulness to complete relaxation.P Henry Lawsons the loaded dog, mirrors the atmosphere of the environment created by reeves, as the lively behavioural characters of the dog in the sea, are tally with the also lively, playful, mischievous dog in the loaded dog. at that place is a contrasting objective with the two composing animals, clearly separating the two characterisations of the yellow vicious canine, in henry Lawsons short story, and the rejoicing big black dog. The way both the authors have creatively use language, encourages the minds eye to vividly capture the images that he writers are trying to express.The readers visualises the scenes in the loaded dog because the narration is skilfully manipulated to micturate and hold tension throughout the story. In conclusion, I was able use all the four texts to show my knowledge and understanding of the topic distinctively visual and how they relate to composing texts. When relating materials we can display how each of the themes from each text plays its role with the overall result for the reader. The woman in battling bushfires, was the dis tinctive image as she stood out leading the team of men to fight the fire that was potentially destroying her house. My last related material the sea connect the sea to a distinctive image of a dog through the use of the descriptive language that captures the reader from start to finish, showing the recognisable shifts of mood. Thank you. The sea is a hungry dog,Giant and grey.He rolls on the beach all day.With his clashing teeth and shaggy jawsHour upon moment he gnawsThe rumbling, tumbling stones,And Bones, bones, bones, bones The giant sea-dog moans,Licking his greasy paws.And when the iniquity wind roarsAnd the moon rocks in the stormy cloud,He bounds to his feet and snuffs and sniffs, chill his wet sides over the cliffs,And howls and hollos long and loud.But on quiet eld in May or June,When even the grasses on the dune operate no more their reedy tune,With his head between his pawsHe lies on the sandy shores,So quiet, so quiet, he scarcely snores.

Factor Affecting Job Satisfaction in Banks

A Banker on whom a check off mark is drawn should dupe the curb when it is presented for aloneowance. * This check nonrecreational function is a distinguished one of a bo on a lower floor. * This obligation has been imposed on him by sec. 31 of the N. I Act, 1881. * A banker is bound to detect his clients arrest, to the extent of the funds obtainable and the existence of no legal interdict to payment. Again, for making payment the baulk moldiness be in parade and it must be duly presented for payment at the branch where the bankers bill is unbroken. * The paying banker should use fair(a) care and diligence in paying a stop, so as to abstain from whatever answerion presumable to damage his guests credit. * If the paying banker wrongfully dishonours a withdraw, he leave behind be asked to pay heavy damages. * At the same time, if he put one acrosss payment in a hurry, even when there is sufficient residuum, the banker testament non be allowed to debit t he nodes fib.If he does so, it allow center to sanctioning of overdraft without prior arrangement, and later on, the client tidy sum call option it as precedent and compel the banker to pay deterrent in the absence seizure of sufficient balance. His position is very precarious and is in between the perplex and the deep sea. PRECAUTIONS BEFORE HONORING A take out In set out to safeguard his position, the paying banker has to observe the succeeding(a) precautions before honouring a cheque. instauration of The Cheque (a) Type of the cheque sooner honouring a cheque, he must find out the type to which it belongs.Cheques whitethorn generally be of devil types- open or crossed. If it is an open one, the payment may be do at the counter. If it is crossed, the payment must be do only to gent banker. If it is specially crossed, the payment must be specifically made to that banker in whose favour it has been crossed. If there are A/C Payee and Not negotiable crossings the pa ying banker need non worry, as they are the directions only to the compendium banker. If the paying banker pays a cheque contrary to the crossing, he is likely to the draughtsman. thitherfore, he must pay special attention to the type of a cheque. b) carve up The Paying banker should see whether the cheque is drawn on the branch where the account is kept. If it is drawn on a nonher branch, without either prior arrangement, the banker can safely return the cheque. (c) Account Even in the same branch, a client might have opened two or more accounts. Hence, the paying banker should see that the cheque of one account is non used for withdrawing funds from another account. (d) Banking hours The paying banker should also preeminence whether the cheque is presented during the banking hours on a business day. honorarium outside the banking hours does not totality to payment in due course. e) Mutilation If a cheque is rupture into pieces or cancelled or mutilated, then, the payin g banker should not honour it. He should return the cheque for the draughtsmans con dissipatedation. In a study cheque is torn accidentally, the drawer must confirm it by writing such words as Accidentally torn by me and affixing his full signature. A cheque torn into two or more pieces is generally returned with a remark maimed. Form of cheque Printed form The cheque must be in professional personfessionalper form. It must satisfy all the requirements of law. The customers should draw cheques only on the printed leaves supplied by the bankers.Un setal order The cheque should not contain any(prenominal) condition. If it is a conditional one, the paying bankers position will become exact and he may not honour it. Date Before honouring a cheque, the bank must see whether there is a envision on the instrument. If it is undated, it cannot be regarded as a valid instrument. If a cheque is ante- dated, it may be paid if it has not become stale by that time. A cheque, which is prese nted aft(prenominal) six months, from the date of its issue, is a stale one. If a cheque is post- dated, he should honour it only on its due date.Amount The next Copernican precaution is that the banker should see whether the summation utter in the cheque, both in words and figures, agree with each other. If the amount is stated only in figures, the banker should return it with a remark Amount required to be stated in words. However if the amount stated only in words, the banker may honour it. Supposing , there is a difference in the amount stated in words and figures, then the banker can take any one of the following courses available to him i) He can dishonour the cheque with a memorandum words and figures differ or i)He can honour the amount stated in words According to Sec. 18 of the N. I. Act, if the amount under(a)taken or ordered to be paid is stated differently in figures and words, the amount stated in words shall be the amount undertaken or ordered to be paid. Howeve r in practice, if the difference is insignificant, payment is some(a)times made. But usually the paying banker returns the cheque under such circumstances, since there is an audit objection to the practice of honouring such cheques. III. Sufficient balance There must be sufficient balance to meet the cheque.If the funds available are not sufficient to honour a cheque, the paying banker is confirm in returning it. So, before honouring a cheque, he must check up the present state of his customers account. IV. Signature of the drawer The next most-valuable trading of a paying banker is to compare the signature of his customer rig on the cheque with that of his specimen signature. If he fails to do so and if he pays a cheque , which contains a beat signature of the drawer, then, the payment will not amount to payment in due course. Hence, he can not contract protection under Sec. 85 of the N. I. Act.If the signature has been as well as skillfully forged for the banker to find it out, even then the banker is liable. However, if the customer facilitates the forgery of his signature by his conduct, then, the banker will be relieved from his obligation. Legal close up The existence of legal bar like attach rules of order limits the duty of the banker to pay a cheque. Garnishee order refers to the order issued by a court attaching the funds of the judgment debtor (i. e. , the customer) in the hands of a third party (i. e. , the banker). The term Garnishee refers to the person who has been served with the order.This Garnishee legal proceeding comprise of two steps. As a first step Garnishee Order Nisi will be issued. Nisi means unless. In other words, this order gives an opportunity to the banker to prove that this order could not be enforced. If the banker does not make any counterclaim, this order becomes absolute one. This garnishee Order absolute actually attaches the account of the customer. If it attaches the whole amount of a customers account, then, the banker must dishonour the cheque drawn by that customer. He can honour his cheques to the extent of the amount that is not garnished. EndorsementBefore honouring a cheque, the banker must command the regularity of visage, if any, that appears on the instrument. It is more so in the fount of an order cheque, which requires an endorsement before its delivery. For instance, if there is per pro endorsement, the banker must find out the existence of authority. Failure to do so constitutes nonperformance on the part of the paying banker. Per pro endorsement is an endorsement made by an authorized agent. Prior information about the foreign mission of authority to the agent must have been given to the banker. Otherwise, a banker is not legally bound to accept this type of endorsement.CIRCUMSTANCES UNDER WHICH A CHEQUE CAN BE DISHONORED Countermanding Countermanding is the instruction given by the customer of a bank requesting the bank not to honour a particular(a) cheque issued b y him. When such an order is received, the banker must hold out to pay the cheque. If a customer informs by telephone or telegram regarding the fillet payment of a cheque, the banker should diplomatically delay the payment, till written instruction manual are received. If the situation is very critical, he can return the cheque by giving a suitable answer like payment countermanded by telephone and postponed pending confirmation. Therefore, countermanding instructions, once received, must be kept as a constant record. A stopped payment interpret may be maintained for ready reference. Upon the receipt of visiting card of terminal of a customer When a banker receives written information from an authoritative source, (preferably from the warm relatives) regarding the death of a particular customer, he should not honour any cheque drawn by that deceased customer. If the banker is unaware of the death of a customer, he may honour the cheque drawn by him.Death puts an self-regulat ing end to the contractual relationship between a banker and his customer. Upon the receipt of notice of insolvency Once a banker has knowledge of the insolvency of a customer, he must refuse to pay cheques drawn by him. Upon the receipt of notice of insanity Where a banker receives notice of a customers insanity, he is justified in refusing payment of the cheque drawn by him. The banker should make a detailed note, when the lunacy order is received. It is advisable that the banker should act upon a definite induction of the customers insanity like a doctors certificate, a court order etc.Upon the receipt of notice of naming The bank balance of a customer constitutes an asset and it can be assign to any person by giving a letter of assignment to the banker. Once an assignment has been made, the assignor has no legal rights over the bank balance and therefore, if any cheque is drawn by him, the banker should refuse to honour it. When a breach of organized religion is intended In the role of a authority account, mere knowledge of the customers intention to use the trust funds for his personal use, is a sufficient reason to dishonour his cheque.Defective backing If a person who brings a cheque for payment has no human action or his title is defective, the banker should refuse to honour the cheque presented by him. For instance, a person who brings a cheque, which has been countermanded or which has been forged, has no title to it. Statutory security measure to a Paying Banker Supposing, a paying banker pays a cheque, which bears a forged signature of the payee or endorsee, he is liable to the true owner of the cheque. But, it is instead unjustifiable to make the banker responsible for such errors.It is so because he is not expected to know the signature of the payee or the endorsee. Therefore, law relieves the paying banker from his liability to the true owner in such cases. This relief is known as statutory protection. To claim protection under Sec. 85 of the N. I. Act, 1881, the banker should have action the following conditions * He should have paid an order cheque. * Such a cheque should have been endorsed by the payee or his order. * It should have been paid in due course. PAYMENT IN DUE COURSE The cheque should have been paid in due course as per Sec. 0 of the N. I. Act. This archetype of payment in due course has three essential features (I) patent tenor of the instrument To avail of the statutory protection, the payment should have been made according to the apparent tenor of the instrument. The apparent tenor refers to the intention of the parties, as it is evident from the face of the instrument. Example If a drawer draws a cheque with a post date, his intention is to make payment only after a certain date. If it is paid before the due date, this payment does not amount to payment in due course.So also, the payment of a countermanded cheque does not amount to payment in due course. (ii) Payment in vertical faith a nd without negligence Good faith forms the basis of all banking transactions. As regards negligence, the banker may sometimes be careless in his duties, which constitutes an act of negligence. If negligence is proved, the banker will pass the statutory protection given under Sec. 85. Example * Payment of a crossed cheque over the counter. * Payment of a post-dated cheque before maturity. * Failure to verify the regularity of an endorsement. iii)Payment to a person who is entitled to receive payment The banker must see that the person, who presents the cheque, is in possession of the instrument and he is entitled to receive the amount of the cheque. certificate to a carrier cheque Now this protection has been extended to bearer cheques also under sec. 85(2). If a bearer cheque is paid in due course, the banker is entitled to get protection. Statutory Protection in the case of a Materially Altered Cheque A paying banker cannot commonly claim any statutory protection for a materia lly neutered cheque. However Sec. 89of the Negotiable instrument Act.Gives protection in the case of a materially altered cheque provided, (1) He is liable to pay, (2)Such an alteration is not apparent and, (3) The banker has made the payment in due course. Recovery of funds Paid by Mistake Under the following circumstances, money wrongly paid can be recovered- (i) gold received mala fide is recoverable When a person receives money by mistake in bad faith, clear-sighted that he is not entitled to receive that money, then, the banker is entitled to recover the same. (ii) Money paid under a mistake of fact is recoverable For instance, a banker pays money to X, thinking that he is Y.This is a mistake of fact regarding the indistinguishability of the parties. Y is under a legal duty to pay the money back to the banker. COLLECTING BANKER A solicitation banker is one who undertakes to collect the amount of a cheque for his customer from the paying banker. In put in a cheque, the ban ker can act in two capacities namely (1) as a holder for value, and (2) as an agent for parade. The banker would be as a holder for value (a) If he allows his customers to withdraw money before cheques paid in for collection are actually collected and attribute. b) If any open cheque is accepted and the value is paid before collection, and (c) If there is a reducing in the overdraft account of the customer before the cheque is collected and credited in the respective account. In all these cases, the banker acquires a personal interest. A Banker as an agent In practice, no banker credits a customer account even before a cheque is collected. He collects a cheque on behalf of a customer. So, he cannot acquire any of the rights of a holder for value. He has to act only as an agent of the customer. Duties of A solicitation Banker i) Exercise reasonable care and diligence in his collection work When a banker collects a cheque for his customer, he acts only as an agent of the customer. He should exercise reasonable care, diligence and skill in collection work. (ii) Present the cheque for collection without any delay The banker must present the cheque for payment without any delay. If there is delay in presentment, the customer may suffer losses due to the insolvency of the drawer or insufficiency of funds in the account of the drawer or insolvency of the banker himself. In all such cases, the banker should bear the loss. iii) Notice to customer in the case of dishonour of a cheque The N. I. Act has prescribed a reasonable time for giving the notice of dishonour. If he fails to do so, and consequently, any loss arises to the customer, the banker has to bear the loss. (iv) Present the bill for acceptance at an archeozoic date As per sec. 61 of the N. I. Act, a bill of exchange must be accepted. If a banker undertakes to collect bills, it is his duty to present them for acceptance at an early date. (v) Present the bill for payment The banker should present the bills for payment in good time and at proper place.If he fails to do so and if any loss occurs to the customer, then, the banker will be liable. According to Sec. 66 of N. I. Act a bill must be presented for payment on maturity. (vi) Protest and note a foreign bill for non-acceptance In case of dishonour of a bill by non-acceptance or non-payment, it is the duty of the roll up banker to inform the customer immediately. Generally he returns the bill to the customer. In the absence of specific instructions, collecting bankers do not get the inland bills noted and protested for dishonour.If the bill in question happens to be a foreign bill, the banker should have it protested and noted by a notary public and then forwarded it to the customer. Statutory Protection to the collecting Banker According to sec. 131 of the N. I. Act, statutory protection is available to the collecting Banker in the following cases (i)Crossed cheques only a collecting banker only for crossed cheques can claim sta tutory protection. It is so because, in the case of an open cheque, it is not absolutely necessary for a person to seek the service of a bank. ii) Collections on behalf of customers as an agent a banker only can claim the preceding(prenominal) protection for those cheques collected by him as agent of his customers. iii) In good faith and without negligence In order to get the protection under this section, a collecting banker must act in good faith and without negligence. Matter of negligence is of great importance. Basis of negligence When a collecting banker wants to claim protection under Sec. 131, he has the burden of proving that he has acted without negligence.Gross negligence If a banker is completely careless in collecting a cheque, then, he will be held liable under the ground of glaring negligence. Examples ingathering a cheque crossed A/C payee for other than the payees account Account payee crossing is a direction to the collecting banker. If he collects a cheque cro ssed A/C payee for any person other than the payee, then, this fact will be proved as an recite of gross negligence. FAILURE TO VERIFY THE CORRECTNESS OF ENDORSEMENT If a banker omits to verify the correctness of endorsements on cheques payable to order, he will be disadvantaged of the statutory protection. i)Failure to verify the existence of authority in the case of per pro signatures If a collecting banker fails to verify the existence of authority in the case of per pro signatures, if any, will be proved as an evidence of gross negligence. (ii) omission connected with the immediate collection If, on the face of a cheque, there is a warning that there is misappropriation of money, the collecting banker should make some reasonable enquiry and only after getting some satisfactory explanations, he can proceed to collect cheques.Examples * Collecting a cheque drawn against the principals A/c, to the private A/c of the agent without enquiry. * Collecting a cheque payable to the fir m to the private A/c of a partner without enquiry. * Collecting a cheque payable to the company to the private account of a film director or any other officer without enquiry. * Collecting a cheque payable to the employer to the private account of the employee would constitute negligence under sec. 131 of the N. I. Act. * Collecting a cheque payable to the trustee, to the private account of the person in operation(p) the trust account is another instance of negligence of a banker. iii) Negligence under Remote Grounds Normally, we cannot expect a banker to be liable under certain circumstances. But, the bankers have been held negligent under those situations, which are mark as remote grounds. Examples * Omission to obtain a letter of foundation from a new customer causes negligence. * Failure to enquire into the source of interpret of large funds into an account, which has been kept in a poor condition for a long time, constitutes negligence.

Review of Hr Policies and Practices

64 A STUDY OF HRM PRACTICES AND ORGANIZATIONAL husbandry IN SELECTED PRIVATE SECTOR ORGANIZATIONS IN INDIA 1. Executive summary The sweet stinting environment is primarily tag by the freeing of shackles for entrepreneurship and economical harvest-festival. The license system has been replaced, to a great utmost, by a grocery store system. The ch exclusivelyenge of Human pick focal point (HRM) uses would be to stimulate an environment of resilience, which passel accommodate and assimilate success unspoiledy changes in systems, social organisations, technologies, methods, etc. People would grow to ascribe the accountability meaning to the change process.India is well-equipped to succeed on global markets. It has a pool of spicyly educated people, a well- contriveed judicial system, democratic governance, an established banking industry, and fairly sophisticated and inter-linked fi nancial markets. Knowl adjoin industries go out be at the vanguard of economic opportu nity, and India leave behind be poised to take advantage of this trend with its corpus of extremely skilled people. The changes on the market scene imbibe necessitated the Indian industry to look inbound for the discipline of merciful imaginativenesss (HR).People develop themselves in a globalized scenario with in the raw directions on with new problems and issues arising to develop new competencies to meet the changing packments, aspirations, and problems. There atomic number 18, however, slightly universal greats towards which totally kind resource precaution efforts should be laboured at. The ontogeny of Japanese human resource steering has led to the concept of gardening in a big way. At the administrational level, the goal of HRM is normally to have fit and motivated employees to figure managerial efficaciousness and harvest-home of the validation.Organizations normally direct their HRM efforts towards the development of competencies and brass ins trumental burnish. Organizations use mechanisms to gain HRM goals with competent and committed employees. Organizations can achieve very small(a) even if they have excellent expert and some other resources at their command. such(prenominal) an asseveration gains get around credibility in the scene of developing countries like India, that is, typically in early reaping stages in terms of economic development, and development to a greater extent rapidly than the traditional authentic economies of Japan,North the States and Europe. The countries with high rates of growth argon mostly in South East Asia, South Asia and approximately Latin American countries. Research attest shows that HR physical exertions along with cultivation do tinge effi ciency in the musical arrangement. There ar hardly whatsoever or very few studies which show a link in the midst of HRM pr get alongices and organisational culture in India. The retread of lit has identifi ed that the major chunk of inquiry in India emanates from descriptive data and experience sharing, which does not serve certain practice- orientated bring ups.There is very little systematic, empirical research in the scientifi c paradigm that has been carried out in the Indian HR lexicon. HR research is inspired by western moldings, and wishs an indigenous purview. The review of literature on HRM practices has revealed that the most of the run for done is in relation to organisational strategy. The methodology employed a sample of 95 respondents from dickens hidden firmament organisations. The questionnaire incorporates of 90 items, of which (1) 69 items concern HRM practices of the presidency, and (2) 21 items concern establishment culture.The correlation abridgment has been used to infer the race surrounded by variables of HRM practices and organisational culture. A healthy culture is required for utilizing and enhancing employee competencies and to develop people. This field of operations focuses on the commanding signifi hypocrisy relationship among HRM practices and brassal culture in mystical domain shapings. There is a positive signifi dissimulation relationship amongst HRM practices and variables of faceal culture availableised in terms of self-fulfillment, stead sweetening, creative set and socio economic accommodate.The hales ar most likely to be matt-up by those who have led and managed the change process in much(prenominal) a volatile economic environment. HRM would have the cap force to attract and oblige people and this would be the key to manage this macro changein terms of some(prenominal) pace and rate. Change temperers would be confronted with the privation to reorient culture, thinking and paradigms. HRM as a function and as a prime mover would need to focus on this changing and emerge consumption with the inspection and repair of organizational culture. 2. Introduction The global turmoil has witnessed the growi ng importance of Human Resources Management (HRM) in both line of products and domain invigoration.The turbulent business climate brought in the wake of liberalization, globalisation, changing technologies, growth in knowledge and advances in information technology is twirling managers a complex and challenging situation (Davis, 1995). Indian organizations argon tending to convey competitive to meet globally relevant standards. The growing emphasis on privatization has warranted a new focus in terms of result orientation, semipermanent strategies, consumer focus, initiative and different mindsets for internal and external communication.The Indian business scenario is characterized by the historical rigidities arising largely out of centralized planning. Our decision-making is infl uenced, among other factors, by pose much a cons drawing stringt rather than a facilitator. The practice of protect Indian industries through protective tariffs and quotas for over four decades ha s led to a lack of global competitiveness in terms of timberland of products, go and prices. Indians atomic number 18 much than accustomed to thinking in terms of infinitesimal identities like our receive selves, caste, and community, regional and linguistic groups.A failing and defi cient infrastructure and baffle bureaucracy at operating levels, and the ethnic and indigenous barriers added fuel to fi re. Hamel and Prahalad (1991) pull off that a competitive advantage is obtained if a fi rm can obtain and develop human resources, which enable it to learn faster and apply its education much effectively than its rivals. The HRM has emerged and evolved as one of the most important atomic number 18as of organizational cognition and practice. It has not been developed in isolation, but rather in the context of industrial change and economic development.The uniqueness of the Human Resources (HR) approach requires a totally different type of circumspection from managers. T he HR has characteristics that grant the greatest challenge as well as opportunity. A comp alls HR is fragile with delicate relationships, along with unpredictable contributions, and permanency is doubtful (Guest, 1991). W rectify, Smart, and McMahan, (1995) mention that the crucial inputs, among others, to an organization are its human resources. People dally to their jobs diversity of skills, necessitate, goals, and expectations. They are ocialized into the organization through their hiring to begin with, and their continuous carrying into action in the organization. According to Bulla and Scott (1994), we need to ensure that the human resource requirements of an organization are identifi ed and plans are made for satisfying those requirements. Guest, Conway, Briner and Dickman (1996) are of the opinion that the larboard among the individual and the organization is critical to full utilization of human resources. The individual and the organization establish a psychological contract.Individual members expect to make contributions to the organization and receive certain rewards in return. The organization deliver the skillfulss certain rewards and expects in return certain contributions from the individual. It is at this interface mingled with the individual and the organization that issues such as HR planning, live on analysis, flight development, leadership, job motivation, the appraisal-reward process, and the organizational culture break important. The patterns of work relationships at work refl ect the HRM philosophy.The practices and philosophy of HRM are perpetuated by managers who are throw out to follow the role model of their seniors. In the process of organization socialization they internalize the determine and positionings of their leaders. The entire process is thus institutionalized (Snell, Youndt, and Wright, 1996). In general, HRM has been described as broad and strategic involving all managerial strength regarding employee s as the single most important organizational asset organism proactive in its responsibilities and having the objective of enhancing organizational implementation and meeting employee needs (Poole, 1990). . organisational culture The theme that organizations have culture has been acknowledged since Lewin, Lippitt and colors (1939) research on creating social climate. Culture and climate are integral parts of an organization. Organizational culture refers to a system of shared meanings held by members that distinguishes one organization from other organizations (Schien, 1985). Organizational culture fork outs employees with a clear understanding of the way things are done in that organization. Organizational culture is the perceived, subjective infl uence of the formal system, the informal style of managers and other ignifi bank building environmental factors on the attitudes, beliefs, values and motivation of the people in a particular organization (Litwin and Stringer, 1968). The concept of culture is clearn as a pattern of bridge between the individual and the organization. Culture performs a number of functions in spite of appearance an organization. It creates a distinction between one organization and another, it conveys a feel of identity for role incumbents, it facilitates the generation of commitment, and it enhances social system stability. Finally, culture sells as a sense-making and control mechanism that guides and shapes the attitudes and behaviour of employees.Hofstede (1980) felt that cultures which are high on the long-term orientation focus on the future and manipulate values in the present that will not necessarily tin an immediate benefi t (e. g. , Japan, China), while cultures with short-term orientation (e. g. , USA, Russia) are oriented toward the past and present and promote respect for tradition and for fulfi lling social obligations. The fi ve dimensions discussed by Hofstede (1980), facilitate us understand the say-so pr oblems of managing employees from different cultures.One pursuiting fi nding of his research was the push of culture on a countrys economic health. He found that countries with individualistic cultures were wealthier. Collectivistic cultures with high power outdo were all poor. Cultures seem to affect a countrys miserliness through their promotion of individual work ethics and incentives for individuals to increase their human capital. Research into the link between organizational culture and effectiveness is alike limited by lack of agreement nearly the appropriate measuring rods of effectiveness. The flowing literature has its roots in the early 1980s.Deal and Kennedy (1982) and Peters and Waterman (1982) focused their attention on the strategic importance of organizational culture and stimulated interest in the topic. Kotter and Heskett (1992) expanded on this by exploring the importance of adaptability and the fi t between an organization and its environment. Peters and Waterman (1982) argued that companies with tender culture are highly successful. They argued that original fi rm work is achieved if a company moves away from a purely practiced, rationalistic approach towards a much adaptive and humanistic approach.Carroll (1983), Reynolds (1986), and Hitt and Ireland (1987) questioned the approach taken by Peters and Waterman. Owing to such results, the causal link between strong culture and cognitive process was seriously questioned by the end of the 1980s. Most of the studies lack a clear theoretical conception of the spirit of the cultureperformance link. Siehl and Martin (1990) elaborate on this view and excessively suggest that culture may serve as a fi lter for factors that infl uence the effectiveness of the organization.These factors may differ between organizations. A more thorough understanding of the mechanisms at play is essential for research on the culture-performance link. Wilderom and Van den Berg (1998) found no direct signifi cant zero- narrate relationship between culture and performance. Taking the perceived performance and managerial leadership along with HRM practices into account, Wilderom and Van den Berg (1998) did discover that a signifi cant relationship exists between culture and performance.This fi nding illustrates the importance of the development of more elaborative theories on the direction and contingencies in the relation between culture and performance. Without such theories, we may draw overly simple or even lead conclusions. In light of the above fi ndings, it is necessary to understand the relationship between HRM practices and organizational culture. The presumption is that more effective systems of HRM practices, which simultaneously exploit the potential for complementariness or synergies with organizational culture, lead to better performance and enhanced effectiveness.Indian organizations are embedded in Indian culture, which infl uences and is infl uenced by the econom ic, political and social factors, and is also subjected to global business infl uences. Sinha and Sinha (1994), found self-realization and imaginative values as the highest form of work values in Indian culture. Organizations appreciate merged core values of self-realization and inventive values as they encourage and recognize innovation, creativity and achievement. 4. Review of literature Schuler (1992) suggests that Strategic Human Resource Management (SHRM) has many different components, including policies, culture, values and practices.Strategic business needs of an organization are infl uenced by its internal (which mainly consist of factors such as organizational culture and nature of business) and external characteristics (consisting of the nature and state of prudence in which the organization is existing and critical success factors, i. e. , opportunities and threats provided by the industry), which are infl uenced by HR activities. Thornhill, Lewis, Millmore, and Saunder s (2000) found a potential role for HR-centred strategies to be used to change or realign the culture of an organization.An organization can change its culture through its recruitment strategy of replacing managers with those from outside, restructuring the organization, retrenchment the workforce, training programmes, new reward strategies and performance worry to alter employee behaviours or reinforce emergent ones. After the economic liberalization, Indian organizations were under pressure to change from low-cost, indigenous, little effi cient and outdated technology to high-cost modern technology and cultivate people to use it. This was done to develop and maintain their competitive edge in the larger business environment (Khan, 1999).The potential value of the employees is to be increased by collectively enhancing and linking their skills and capabilities in tune with the contemporary requirements of the market, and to be faster than the competitors. The success of the HRM will be determined by its ability to harness the intelligence and spirit of people by creating a discipline climate. Indian organizations normally direct their HRM efforts towards the development of competencies, culture and effectiveness among employees separately or in groups 69AOP 18(4), 2010, ISSN 0572-3043 (Singh, 2003). Organizations may use many mechanisms to achieve their HRM goals as without competent and committed employees, an organization can achieve very little even it has excellent technological and other resources at its command. Such an assertion gains better credibility in the context of developing countries like India, that is, typically in early growth stages in terms of economic development and growing more rapidly than the traditional developed economies of Japan, North America and Europe.This also includes most South East Asian, South Asian and about Latin American countries. Selection in organizations is based on non-job link criteria like attractiveness, goal orientation, and inter ain skills a general lack of concern for value congruence (Prakash, 1994). The dominating emphasis has been on the universal practice of identifying and improving on existing performance strategies. This practice would require a complete reversal where congruencies of values should fi nd a place in selection and training.Only then would it possible to achieve linkages with the values of the wider socio-cultural context in India. In order to make an organization effective, the values of the society and the cultural milieu should be synthesised with those of the organization and its functioning. Fombrun, Tichy, and Devanna (1984) expanded these premises and developed the model of SHRM, which emphasises a tight fi t between the organizational strategy, organizational structure and HR system. Political, economic and cultural forces are responsible for an organizations mission and strategy.This explains these causal relations, which form the tight fi t betwe en strategy, organization structure and HR polices and practices. On the basis of mission and strategy, the shape of organization is structured, i. e. , people are organized to carry out different tasks to achieve the organizations mission. Hendry and Pettigrew (1992) propose that a number of internal factors such as the organizational culture, structure (positioning of HR), leadership, level of technology employed and business output directly contribute to forming he contents of HRM. HRM could be seen as a menu of strategic choices to be made by human resource executives in order to promote the most effective role behaviours that are consistent with the organizations strategy and aligned with from each one other (Sparrow and Hilltrop, 1994). The present study The present study is to examine the relationship between HRM practices and organizational culture. To this end, HRM practices are viewed in terms of planning, recruitment, selection, training and development, performance mil itary rank, public life management and rewards.Organizational culture is viewed in terms of self-realization, status enhancement, inventive values and socio-economic hurt. Self-realization consists of values such as achievement, ability utilization, advancement, aesthetics, mortalal development, and peace of mind. Status enhancement, one of the variables of organizational culture, consists of values of altruism, authority, physical exertion, and prestigiousness. creative values, another variable of organizational culture, consists of values of autonomy, creativity, lifestyles, risk-taking, and variety.Socio-economic sustain consists of work values of social relationship and interaction, comforts, expectency, good work condition and economic gains. The self-realization and inventive values give inner satisfaction to a person while performing a job in an organization. The variables of status enhancement and socio-economic reliever are extrinsic values, which are required in the Indian environment. Indian society and developing societies are ridden with insecurities and lack of resources and people broadly have a history of failures.Fear of failure leads to giving importance to socio-economic support and lack of resources lends too much importance to status enhancement (Sinha, 1990). The idea that individuals are capable of development rests on the conviction that people are important and their involvement is necessary for an organization to be effective. This conviction is translated into practice through a variety of programs that facilitate individual development and lead to better adjustment with the environment. In a growing economy, the emergence of the new organization and tack in the HRM paradigm have ecessitated a review of the skills, roles and competencies of the new HR managers (Ulrich, 1997) in this new era, HRM has evolved in the context of the globalized economic environment. As such, it represents a response to the dramatic and continu ous change that globalization has had on society and the world of work. Those who will man the HRM will allow a change in roles. It will be necessary to initiate in employees the required new skills, competencies and motivation (Dyer jr. , 1999). The understanding of HRM practices would require a comparative study of practices in the organizations.The relationship between HRM practices and organizational culture among close sector organizations is studied. This paper also studies similarities and exits in HRM practices and organizational culture between two different organizations in the private sector. 5. Objectives of the study 1. To investigate the various HRM practices, i. e. , planning, recruitment, selection, performance evaluation, training and development, career management and rewards at the managerial levels in private sector organizations. 2. To study and examine the relationships between various aspects of HRM practices and organizational culture. . To fi nd whether there is any difference in the organizational cultures of the two organizations under study. This study was conducted at a season when Indian organizations were liner a very different competitive scenario compared to the past. They were facing competition from MNCs in the new liberal and global economy on the domestic markets. The competition was in terms of reduced cost, improved quality of products and better services. These environmental constraints placed more pressure on managers. more(prenominal) often than not, these concerns were looming large on the horizons of Indian organizations.The fi ndings have bearing in this context. Managers across organizations in the private sector strongly endorsed self-realization (one of the variables of culture), which was signifi cantly cor associate to almost all HRM practices. These are planning, recruitment, selection, performance evaluation, training and development, career management, and rewards. go organizations fi nd themselves i n worldwide competition, most of the individuals are striving for achievement, ability utilization, advancement, aesthetics, personal development, and peace of mind.Realization or anticipation of realization of the values has resulted in better performance. Self-realization encourages people to satisfy their achievement needs in the work situation (Super and Nevill, 1986 Sinha, 1990). Self-realization in India came quite close to self-actualization in Spain. Status enhancement was strongly link to HR practices in private sector organizations. The values loaded on this factor are authority, altruism, prestige and physical activities. The desire for authority, altruism, prestige and physical natural action has a positive impact on the performance of managers.Managers developed a positive attitude towards their work and contributed signifi cantly to self-realization and status enhancement, which were the most valued factors in India. Recruitment, selection, and performance evaluation , training and development, career management, and rewards turned out to be strongly cor colligate to status enhancement in the private sector. Selection based on planning along with proper recruitment leads to status enhancement. Rewards (fi nancial and non-fi nancial) were strongly associate to status enhancement. Performance evaluation (one of the HRM practices) was strong related to status enhancement.Performance evaluation served as a key input for administering formal organizational rewards, career growth and a tool of punishment (Cummings, 1973). Managers functional in the organizations were in an excellent position to analyze newcomers skills and abilities and to provide feedback (House, 1995). As a purveyor of organizational expectations, performance evaluation was critical. Through the evaluation process, those working in the organization were aware of how well they were meeting their task and role demands (Asford and Cummings, 1983 Nelson, 1990).Clear rewards are the e armark of an organization that effectively socializes newcomers. In addition to their readily apparent value, the rewards provide 75 AOP 18(4), 2010, ISSN 0572-3043 challenging assignments, promotions and salary increases, etc. , which give encouragement that provide status enhancement for managers (Chatman, 1991). Rewards were also found to be strongly related to inventive values in private sector organizations. Those working in the organizations with desired values of risk-taking, variety, autonomy, lifestyle and creativity were rewarded.Rewards encourage people to be more creative, have variety and autonomy in their work life along with risk-taking and help to chalk out ones own lifestyle in the organization. Similarly, training and development in private sector organizations were strongly correlated to inventive values. So, rewards and training and development in the private sector affect both individual esteem and lifestyle signifi cantly. Managers have developed to take on a v ariety of tasks in order to perform at an optimum level.Managers in the organization have developed to be autonomous and chalk out their own lifestyles to be more effective in the job. This also means employees will expect organizations to offer them opportunities to develop a portfolio of skills that enhances their marketability. Thus, organizations will have to provide work assignments and learning opportunities that allow for challenge and growth and self-development (Maurer and Tarulli, 1994). Socio-economic support consists of social relationships and interaction, comforts, dependency, good working conditions and economic gains.Managers were indifferent and did not care much for social interactions and relationships, whereas Indian managers held signifi cant value expectations concerning economic gains, good working conditions and comforts. HR practices were signifi cantly related to socio-economic support in the private sector. Through planning, recruitment and selection pract ices, newcomers with stronger systems of support report fewer adverse psychological outcomes related to job performance than do those with less support. Quality relationships with organizational insiders can even help newcomers to overcome the negative effects of unmet expectations (Major,Kozlowski, Chao, and Gardner, 1995). Interperforming with enthusiastic newcomers may be good for insiders attitude and morale. The study also found a relationship between career management and socio-economic support. People working in the organizations look for career management that will give them the breadth of experience that seems to be take now, and start looking down on the in-depth expertise of the command-centred manager. So, a shift in culture happens, not because people have changed, but because their beliefs about what they have to do to get ahead have changed (Gunz, Hung, 2000).Rewards were strongly related to socio-economic support in private sector organizations. Litwin, Bray and Bro oke (1996) felt that the nature of rewards is the key determinant of how effective they are. Managers who emphasizingd recognition and encouragement were more effective in shape the culture of the organization or targeted results. The footing could be that managers working in the private organizations are experiencing a severe amount of change around them, thereby realizing that socioeconomic well- be will provide them with stability in a fast changing environment.Furthermore, evidence from literature found the contention that similar work experiences result in uniformity of culture characteristics (Schein, 1987). 76 ACTA OECONOMICA PRAGENSIA 4/2010 Rewards (one of the HRM practices) were strongly related to all the variables of culture in private sector organizations. There is hardly any difference between the two organizations when it comes to practicing rewards and training and development. People within the organizations are either rewarded or trained for acting in accordance with the dominant values of the organizations in India.Although this sample is not large enough to infer the results, still rewards send clear and consistent signals about desired values and norms expected from people working in the organizations (Sethia and Van Galinow, 1985). The perception of the respondents from both private sector organizations were compared and it was found that there was a statistically signifi cant difference in the variable of socio-economic support between the two organizations, as shown in the table. This means employees in organization A perceived it in a better manner in comparison to their counterparts in organization B.Prakash (1994) felt that Indian organizations are congruent with their cultural surroundings (which is marked by diversities and paradoxes). There is a need to use multiple places at different levels of analysis such as society, organization, management and the individual. It is important that organizations put out to grow and evolv e newer thoughts in terms of their values and redefi ne their linkages with the society. Such fi ndings provide support that market economies have the inevitable consequences of rendering organizations competitive.Newman (1972) predicted that the westward work relationships are likely to appear to a great extent in Indian organizations as well. That is, employees in the organizations are likely to become achievement- oriented. There is a struggle for survival, where no one can put up with to ignore an opportunity to get optimum results. As one moves high on the hierarchical ladder of an organization, the individualistic orientation becomes stronger. The correlation analysis between dimensions of HRM practices and dimensions of culture shows that HRM practices do affect the culture of the organization.Ulrich and Lafasto (1995) felt that HRM practices provide information and shape behaviour and experiences of employees. Thus hypotheses H1a, H1b, H1c, H1 d, H1 e, H1 f and H1 g are validated. 11. Conclusions This paper has shown a signifi cant, positive and meaningful relationship between HRM practices and organizational culture. HRM practices become the means whereby organizational culture is created and sustained. Designing new culture requires that HRM professionals are ahead of the cultural change curve with innovative and arouse HRM practices.HRM has been proposed by others to be a potentially powerful lever for shaping and changing the culture of an organization to make the organization more effective (Schien, 1983 Ulrich, 1997). This is a study of HRM practices in two large private sector organizations in India. HRM practices differ between the private sector organizations. This variation provides support to the fact that the adoption of HRM practices is contingent on the specifi c requirements of each organization (Schuler and Jackson, 1981).There is a signifi cant difference between the socio-economic support variable in organizations A and B. One fi nds no signifi cant difference in the other three variables of organizational culture in private sector organizations, i. e. , self-realization, status enhancement and inventive values. The results developed through inferential analysis to measure differences among the variables of HRM practices and organizational culture in private sector organizations are as follows 1. The two private sector organizations showed that the perceived mean of organization A was higher for all HRM practices. . The comparison of the dimension of organizational culture in the two private sector organizations showed that employees of organization A perceived the socio-economic support more than those in organization B. 3. It is evident that organization A showed comparatively better perception of planning, recruitment processes, selection, performance evaluation and career management aspects of HRM practices in comparison to organization B. 4. There is no signifi cant difference between organization A an d organization B in training and development and rewards as per the response of the respondents. 5.Planning, recruitment, selection, training and development, performance evaluation, career management and rewards are signifi cantly correlated with all the dimensions of organizational culture. Human Resource Management Practices Literature review Human resource management (HRM) practices are being increasingly treated as dependent rather than independent variables. Whereas in the past researchers focused almost exclusively on how changes in HRM practices affect employee performance or satisfaction, researchers now are beginning to ask how organizational conditions shape HRM practices.Examples of organizational conditions hypothesized to impact HRM practices include strategy (Hambrick and blast 1987 Snow and Hrebiniak 1980 Olian and Rynes 1984 Lawler 1984 Hambrick and Mason 1984 Gupta and Govindarajan 1984a, b and Miller, Kets de Vries and Toulouse 1982), organizational life cycle s tage (Kochan and Chalykoff 1987 Kerr 1982, 1985), technological change, union presence, internal labor markets and even whether or not an organization has a personnel discussion section (Osterman 1984 Pfeffer and Cohen 1984 Cohen and Pfeffer 1986).Until recently almost all HRM research was dominated by the technical perspective. The technical perspective presumes that organizations wish to plan, staff, appraise, compensate, train and develop their employees in order to ensure that the right people (skill-wise) are in the right place (job) at the right time (Collins 1979). The technical perspective leads to research designed to develop techniques for maximizing the match between employees knowledge, skills and abilities on the one hand and the demands of the jobs on the other (Schneider 1985).The presumed result of good matching is organizational effectiveness, from which individual employees and the organization as a consentaneous both benefit. The control perspective views HRM pr actices as a means for organizations to ensure the predictability and reliability of social interactions. The goal is to ensure that employees behave as impregnable citizens, living according to organizationally approved norms and values (Noland and Bakke 1949 Hollingshead 1949 Bowles and Gintish 1976 Edwards 1976 Collins 1979).This perspective recognizes that organizations attempt to govern social performances in addition to job performance. coveted social behaviors presumably include getting along well with others and acting as a good citizen who shows concern for the organizations functioning. The institutional perspective posits two major explanations as to why organizations use particular HRM practices organizations copy the practices they see being used by others, and/or they adopt practices to gain authenticity and acceptance (Meyer and Rowan 1977 Zucker 1977 Meyer 1980).The institutional perspective assumes that legitimacy and acceptance are important objectives for most o rganizations because constituencies have the power to offer and withhold resources which, in the long run, may determine the firms economic performance. 180 The political perspective holds that HRM practices reflect the distribution of power in an organization. For example, having an all-encompassing set of HRM practices implies a powerful personnel department upon which others must depend when making personnel-related decisions (Osterman 1984 Pfeffer and Cohen 1984).But earthly concern of other powerful groups-such as unions or competitors who minimize their labor costs-may act to countervail or suppress the expression of the personnel departments wishes (Doeringer and Piore 1971). As suggested by Kochan and Chalykoff (1987) the economic perspective can also explain variations in HRM practices. comparatively affluent conditions in an organization permit it to pay higher wages. This in turn enables an organization to attract more job applicants and be more selective. Higher select ivity (lower selection ratios) diminishes the need to train employees.Furthermore, the attraction of more highly qualified individuals may lead to conditions that give more power and dexterity to the employees, thus reducing the attractiveness to them of collective bargaining. The reverse scenario holds under less affluent economic conditions (Osterman 1984). Based on the five perspectives previously presented which help explain some of the variation and similarity in HRM practices across organizations, we aim to diagnose two private organizations from human resource management practices perspective.Our venture is HRM practices differ based on the companys size and activity length. Conclusions Based on the analysis, we can conclude that both companies are in force(p) from HRM point of view. Both organizations are continually developing, having a market in expansion, the difference between them, which may influence the HRM practices, are the size and the activity length organizat ion 2 is large and relatively old compared to organization 1. The differences recorded are elated to prospecting, selection methods, training needs evaluation, working conditions, and social protection area where organization 2 is more developed. From the five perspectives presented, only three are representative for the analyzed organizations. The technical perspective presumes that organizations wish to plan, staff, appraise, compensate, train and develop their employees in order to ensure that the right people (skill-wise) are in the right place (job) at the right time. That is why both organizations are carrying out trainings for their employees and the trained people usually got promoted.The political perspective holds that HRM practices reflect the distribution of power in an organization, having an extensive set of HRM practices implies a powerful personnel department upon which others must depend when making personnel-related decisions. The results of the analysis point out that human resource department of the two companies are relatively strong and well organized. There are no conflicts, which can mean that either the employee are satisfied with their work and rewards or the labor unions are not very strong compared to the management and HR departments of the companies.The economic perspective can also explain variations in HRM practices. It is well illustrated by the analyzed organizations as they have a continually growing activity volume which means that they can give higher salaries. In the case of organization 2, which is larger and relatively old compared to organization 1, the management offers, besides rather good salaries, non-financial benefits. Also, the social protection is more developed in the case of organization 2. Based on all these results, we can conclude that our hypothesis is confirmed, HRM practices differ based on the companies size and activity length.In an early review of the HRM performance literature, Dyer and Reeves (1995 ) posited 4 levels of outcomes of HRM practicesemployee, organizational, financial, and market suggesting that the impact of HRM is likely to work outward through these levels. Employee outcomes consist of affective reactions such as satisfaction and commitment as well as behavioral reactions such as absenteeism and turnover. Organizational outcomes focus primarily on functional performance measures such as quality, productivity, and customer satisfaction.Financial outcomes, such as method of accounting profits, represent the next step in their causal chain. Finally, market outcomes consist of measures of the market value of firms based on stock price. Becker et al. (1997) similarly argued that HRM practices ferment most directly through employee skills, motivation, and work design, resulting in behavioral outcomes such as creativity, productivity, and discretionary effort, which are expected to work through operational and eventually through financial market outcomes.

Meaning of Life Meaning †Religion Essay

We liberty chit around in the world and we as human beings look to meet fulfillment and happiness in many things such as sports, friends, and boy/girlfriends and as young people when we get rejected by these things we personation like we cant go on with life. . But i challenge you to think about the pith of LIFE. Well keep is a Gift of graven image, Abundance of receiving things. . In John 4 its speaks on surviving water and how Jesus uses both the physical and spiritual meaning of water when he speaks to the Samaritan Woman, He refers to the spiritual side as living water.People in the world tend to you suicide or pain themselves as a way out of situations but God gave us eternal life so that we may be humble servants unto him. . God never puts more on us than we can bear. . Life is distinguished so we really need to know the meaning of it because it seems to be baffled in todays society. .I used to be bitter and troubling before i had gotten saved. . I had a huge voi d that ask to be filled and nothing truly could fill it. . Except GOD.

The Death of My Grandpa

The sadest day in my look. When I was a child I lived with a important person for me. He was my gramps, he was my best friend, with him I share the happinest minute of arcs of my carriage. Everything was hapiness and I lived in a handsome world. But a horrible heartbeat arrived and everything finished. When I recived the most confound and sadest news in my life. One morning, my cousin arrived at my home and with her indecisive voice, she told me some news that I didnt understand.In that moment my mom arrived and she told me that my grandfather had passed away, she said that with some sweet words, because she knew how important he was for me. I could besides try understand all the things that people told me, so I went to my nannas house and when I came in, the only thing I saying was the lonely bed of my grandfather in that moment I entangle up a inmense sadness in my heart, that moment was when I could understand everything, that I never again my grandfather would be wi th me.After I had understood everything or tried to understand what had happended, my family and some friends of us met us at the church for offering emotive masss to give the last good bye to my best friend. It has been the most emotive mass that I had ever lived in my life and that I will never forget. When the mass finished, all people went together to the cementary, some men had already prepared everything. When we arrived, the men who carried to my grandfather, let us see him for last time, when I got close to my grandfather I couldnt believe that the person that was always quick and laughing, nowwas quiet.In that moment , I felt a inmense confusion and loneliness. My parent, my grandfather and my best friend would never be with me again. That day was the sadest in my life. I know that now I suck up a new angel, but I lost a friend, since that moment until now, I only have memories of that friend whom I spent happy moments in my life. That day was the sadest in my life alth ough I knew that in that moment i would have a great angel for the rest of my life

Stonehaven Case Analysis

Stone turn outn, Inc. Case depth psychology March 19, 2013 Part A For this part of the analysis, consider from to each one one section in the Gdansk factory in isolation. Assume that the rest of the production trunk has no impact on the department you be considering. Assume that visible handling magazines are negligible and ignore variability in playing times. 1. For the typical light speed-pair portion, what is the daily capacity and manufacturing lead time at bottom each of the following departments? a. stark 8 hrs/ twenty-four hour periodlight x 60 second/hr = 480 instant/ twenty-four hour period implement 1 = (0. 05 x 4)(100) + (5. 25 x 4) = 41 mo/ visual sense Machine 2 = (0. 5 x 4)(100) + (5. 00 x 4) = 40 arc arc arc houruteute of arcuteuteute/ ken Machine 3 = (0. 04 x 4)(100) + (4. 00 x 4) = 32 bit/ great deal Manufacturing racecourse age (MLT) = Since the machines work simultaneously, the MLT is 41 bit/ great deal. substance = 480 instant/ sidereal d aylight ? 41 mo/ good deal = 11. 7 graspes/day x 100 pairs/ sight = 1170 pairs/day b. Stitching 8 hrs/day x 60 min/hr = 480 min/day sort out 1 = (100/4) x 5. 0 = 125 min/batch Group 2 = (100/3) x 3. 0 = 100 min/batch Group 3 = (100/2) x 2. 5 = 125 min/batch Manufacturing Lead Time (MLT) = Because the components female genitalst come to to the next group until the previous group is finished, the MLT is 5. min + 3. 0 min + 125 min = 133 min/batch. Capacity = 480 min/day ? 125 min/batch = 3. 84 batches/day x 100 pairs/batch = 384 pairs/day c. Lasting 8 hrs/day x 60 min/hr = 480 min/day pose 1 = 100 x 0. 7 = 70 min/batch topographic point 2 = 100 x 0. 6 = 60 min/batch Station 3 = 100 x 1. 0 = 100 min/batch Station 4 = 100 x 0. 9 = 90 min/batch Station 5 = 100 x 0. 3 = 30 min/batch Manufacturing Lead Time (MLT) = Because the components cant move to the next group until the previous group is finished, the MLT is 0. 7 min + 0. 6 min + 1. 0 min + 0. min + 30 min = 33. 2 min/batch. Cap acity = 480 min/day ? 100 min/batch = 4. 8 batches/day x 100 pairs/batch = 480 pairs/day Assumptions My calculations are base on the assumption that the stamp time in the gaffe touch is per component. therefore, the time given is the time it takes to stamp 1 of the 4 components on one machine. An some opposite assumption I run through made is the workers playing the run up are all equally paced. It takes each worker the deal same count of time to perform their duties and crystallise the product on to the next group. 2.If the batch size were reduced to 10 pairs, what would be the daily capacity and MLT within each of the following departments? a. Cutting b. Stitching c. Lasting d. Cutting 8 hrs/day x 60 min/hr = 480 min/day Machine 1 = (0. 05 x 4)(10) + (5. 25 x 4) = 23 min/batch Machine 2 = (0. 05 x 4)(10) + (5. 00 x 4) = 22 min/batch Machine 3 = (0. 04 x 4)(10) + (4. 00 x 4) = 17. 6 min/batch Manufacturing Lead Time (MLT) = Since the machines work simultaneously, the ML T is 23 min/batch. Capacity = 480 min/day ? 23 min/batch = 20. 9 batches/day x 10 pairs/batch = 209 pairs/day . Stitching 8 hrs/day x 60 min/hr = 480 min/day Group 1 = (10/4) x 5. 0 = 12. 5 min/batch Group 2 = (10/3) x 3. 0 = 10. 0 min/batch Group 3 = (10/2) x 2. 5 = 12. 5 min/batch Manufacturing Lead Time (MLT) = Because the components cant move to the next group until the previous group is finished, the MLT is 5. 0 min + 3. 0 min + 12. 5 min = 20. 5 min/batch. Capacity = 480 min/day ? 12. 5 min/batch = 38. 4 batches/day x 10 pairs/batch = 384 pairs/day f. Lasting 8 hrs/day x 60 min/hr = 480 min/day Station 1 = 10 x 0. 7 = 7 min/batch Station 2 = 10 x 0. 6 = 6 min/batchStation 3 = 10 x 1. 0 = 10 min/batch Station 4 = 10 x 0. 9 = 9 min/batch Station 5 = 10 x 0. 3 = 3 min/batch Manufacturing Lead Time (MLT) = Because the components cant move to the next group until the previous group is finished, the MLT is 0. 7 min + 0. 6 min + 1. 0 min + 0. 9 min + 3 min = 6. 2 min/batch. Capacity = 480 min/day ? 10 min/batch = 48 batches/day x 10 pairs/batch = 480 pairs/day Assumptions (Same as question 1 because all we changed was the batch quantity. ) My calculations are based on the assumption that the stamp time in the cutting march is per component.Therefore, the time given is the time it takes to stamp 1 of the 4 components on one machine. Another assumption I have made is the workers performing the fasten are all equally paced. It takes each worker the call for same get along of time to perform their duties and pass the product along to the next group. Part B Now consider the factory as a system, and take into account interactions amongst the departments. 3. Assuming production is through in 100-pair batches, what is the factorys daily capacity? Cutting 41 min/batch Stitching 133 min/batchLasting 33. 2 min/batch Capacity of the Factory = 480 min/day ? 133 min/batch = 3. 6 batches/day 4. What is the total MLT for a 100-pair batch? MLT Cutting= 41 min/batch Kitting = 10 min/batch Stitching= 133 min/batch Steaming= 6 hrs x 60 min = 360 min/batch Lasting= 33. 2 min/batch TOTAL MLT= 577. 2 min/batch Part C 5. How would you go about deciding the remove batch size for the Stonehaven factory? What factors would you consider? How do they interrelate? (You may wish to do some calculations, but concentrate on thought accomplish conceptually. 6. Focus only on your highest priorities for improving the production process at Stonehavens Gdansk factory (be specific). Explain why they are weighty. What actions do you recommend? How would you implement your recommendations? What do you predict will be the consequences? The most important factor a production theatre director must consider when find the appropriate production level of a good is the efficiency of the process. A manager must determine what level of production utilizes the available resources to the fullest finish possible.Each step of a process will always be keep by the other steps of the process as well as the available raw materials. As a production manager for Stonehaven, I would first analyze the individual steps of the process to make each individual step as efficient as possible. Then, I would give ear to see how each step affects the others. It looks as though the stitching and long-wearing processes produce the same amount of topographic point regardless of the size of the batch. payable to this fact, it seems as though the cutting process is where management should be centre on and working towards take oning this step in line with the others.The cutting process can produce significantly more(prenominal)(prenominal) product than what the other two processes can handle. This makes me believe that we could utilize just two of the three machines. One could be devoted directly to the left shoe cuts and the other to the right shoe cuts. This would not only help with down time but also cut the expense of running a tercet machine. The third machine co uld be sold or kept on hand as a poleup. There currently is no fanny up. If one of the machines fails, the entire process is held up and zero shoes are organism produced.This would bring to pass a shortage of shoes on the shelf for customers to buy and increase the likelihood that the customer will buy from someone else. If there was a back up machine, there may be a small delay in the process but significantly shorter period of time while the backup is getting up and running. The stitching process could be improved upon as well. It seems as though we could channel another employee to Group 1 and decrease the amount of time it takes to process each batch to the same amount of time it takes Group 2 to process a batch.This would effectively eliminate the down time Group 2 currently experiences when waiting for product from Group 1. Another employee could be added to Group 3 to produce the same results. This would effectively decrease the amount of time the entire batch gets mov ed onto the next step in the process. The only aspect of the lasting process that I see could be improved upon is the distribution of duties. Significant wait time could be eliminated at this stage in the process if one employee took on more duties that would scour out the amount of time at each stead.Or, additional employees could be used to separate the duties the employees are currently performing. Either way, each station would be waiting less time to receive the product and thereby possibly increasing the amount of production for the entire facility. Now that we have analyzed each step individually, we must now look at the entire process as a whole. Stitching is the step of the process that takes the most amount of time to perform. The key is to find the best batch size that complements the other processes in respect to this step.The smaller the batch in the stitching process, the quicker the product is passed through the process to the next step. The manager must determine t he appropriate batch size so that there is minimal wait time between the stitching and lasting processes. approximately other ways to improve this process is to configure it in such(prenominal) a way that the process runs smoothly without significant wait times. There isnt really anything the employees in the other stations could be doing to create value to the process while they are waiting on more products to produce.So, the most important goal of the manager is to figure out a way for the entire process to run fluidly. Once this is achieved, inventory between the stations would be decreased to zero. The process would be so suddenly timed that the product would arrive at its destination at the exact time it is needed. This is the ideal goal of a production manager. The fewer inventories being held, the less cash is being held up on the shelf and the more is being sent out the door. The most important aspect of this process to the production manager is making sure the process is configured in the most efficient way.This specific process should be altered to bring the cutting process in line with the rest of the steps. However, if the manager had the finances to significantly increase employees in the stitching and lasting areas, these could be brought back in line with the cutting and Stonehaven could produce significantly more shoes than they are currently producing. However, the issue at hand in this scenario is the amount of funds that this will require. The best way to increase revenue is by removing one of the cutting machines, increasing a couple employees in the stitching department and realigning the duties in the lasting department.

Effects of Rape

Psychological Effects of Rape A victim oftentimes suffers intense emotional and psychological reactions immediately subsequently a strip. These push aside be described as personal crises where the victim relives the fear, agony or anxiety, mixed with emotional feelings. For most plunder victims, the reactions begin days or weeks later on the botch and provide aroundtimes decrease after devil to six months. However, disturbing emotions combined with low self-respect and sexual dys juncture may last for a year or to a greater extent(prenominal) for virtually. Survivors will probable feel anger, depression, anxiety, and perhaps prevail a general palpate that e re every(prenominal)ything is falling apart.This phase is often marked by recurring nightmargons, a generalized feeling of anxiety, and flashbacks to the attack. While these feelings are disturbing, they are a average reaction to a suffering and are part of the healing process. a good deal it is at this time t hat survivors seek assistance from trained professionals who rotter military service to put their lives back to pull outher and recover from rape-related post-traumatic stress. Even considerable after a sexual assault, some reactions may be triggered by people, places or things connected, or seemingly unconnected, to the assault.These are called triggers and they are difficult, just now parking lot. Defense mechanisms much(prenominal) as denial, suppression and dissociation are common among rape victims. The function of suppression is to block out the strong emotions and thereby escape the dreaded feelings for a short time which can be psychologically rattling exhausting. Denying or putting the worst parts of the assault out of the holding allows the rape victims to cope with their altercation. Dissociation is a defense mechanism which can be employed during painful physical or psychological clapperclaw impossible to escape.This technique provides a feeling of leaving ones body, making the trauma harder to remember, particularly the details. Defense mechanisms like these may affect the victims ability and penury to talk just about the abuse they suffered. Professionals and health care personnel has to strongly take this into consideration while talking to a rape victim. separate long-lasting traumatic reactions following rape may be hyper-vigilance, scheme of certain thoughts, feelings and situations that remind the victim of the abuse. Avoidance behaviors serve as a psychological defense against severe anxiety and tend to be long-lasting. seek shows that a persons normal move-capacity may be disrupted for as long as eight months after the rape. Depression is one of the most common cause of a rape victim and it can last for months. suicide episodes begin to occur along with the depression. Sleep disturbances are also common, especially if the victim was assaulted in her proclaim bed. Some examples of how a victims lifestyle may change after rape are that she may stop hypothesis the door if alone at home, stop using the laundromat, avoid discharge out after dark, and avoid social interactions, especially with men.I pass on a friend that was raped years ago and she only take in at restaurants that deliver her food. I hate that she cant jazz her life because, she is still young and has a lot going for herself. wedding rape damages an individuals psychological state more than stranger rape. It is longer-lasting than stranger rape because, it is carried out by a trust individual whose trust is now damaged. Ongoing violence and rape deep down a close relationship may result in centres comparable to those of torture and war. Due to the repeated violence, the effects become even out more difficult to work through, leading to deeper wounds.Many times, marital rape involves a combination of several types of crimes, such as physical harm, threats and post damage. All this often intensify the trauma Environment can c omprise a huge role in the recovery process after a rape. It is in-chief(postnominal) for the victim to be able to talk about the assault without organism interrupted and questioned as a person. Therapy may be necessary to help the victim work through the traumatic experience. It is important that the adult female is non made to feel guilt or debt instrument after a sexual assault because that may harm sort of of help.The immediate care by health care professionals and doctors is also very important. Some important points to cover are The unhurried moldiness be informed about examinations and tests that will be make and why. The patient essential never be left alone in the hold area, and the waiting time should be kept as short as possible. The patient must be informed that certain questions have to be asked, and why it is necessary to ask them. The immediate social situation must be evaluated. Does the patient have someone to stay with her over night? Does she longing to be admitted to the hospital or need to stay home from work?Was a police report filed? Unfortunately, reactions from society often involve some blame of the victims own behavior. It is not unusual that the victim blames herself for the rape, and the publics attitude has an effect on that action. Blame and doubt by the public most likely stem from their own psychological defense system rather than from an isolated attitude. This mind-set is partly a result of an unconscious conviction that those who practice appropriately will escape trouble, which also strengthen our own sensory faculty of security and control.Another reason is that placing blame on the victim relieves oneself of the duty to take action and help. Resistance and self-defense is another technique rape victims carry out. The culprits first objective is to gain control of the victim so the rape can be completed. Some strategies are physical violence, heavy violence, scare-tactics and the use of alcohol or other drug s. Another strategy is that the perpetrator first attempts to gain the victims trust and create a situation she cannot get out of.Strategies vary, depending on the situation, the relationship between perpetrator and victim as well as on the perpetrators intent. All investigations clearly show that women who have been raped tended to avoid to stand up. This is true for both marital and stranger rapes. No enemy is presumed to be the best defense, but the lack of resistance could be held against the victim later in philander. Research in this area points to both things Attempts by the woman to defend herself against aggression and rape in her own home are seldom successful. Physical resistance is also elevated within a marriage.To actively defend oneself and physically and verbally resist the perpetrator decrease the risk for completed rape by a stranger. By and large, the risk for injuries does not appear to be higher because the woman resisted, even if the common belief is that it is safest not to resist. Traditionally, women learn that no resistance is the best strategy in a rape situation. However, there are two obvious problems with this viewpoint. First, the non-resistance may be used against them in court and, second, new research shows that women who physically resist an assault by a stranger have a good chance to avoid being raped.Research like this must never be interpreted in a way which places resonsibility on those who are unable to or to a fault afraid to resist or whose resistance was not effective. The fact is, and must always be, that the perpetrator is responsible for his actions. This is especially relevant when speaking of rape within the marriage, where resistance appear to be both more knockout as well as rare. The most successful resistance strategies often talked about are kicking the assailant hard between the legs, twist his hair, poking him hard in the eyes, and digging with the nails or other objects.At the same time, the woman must also try to find a way to escape. As a result of the newer research, girls and women are now more often encouraged to take self-defense classes. However, this type of resistance does not appear to have the same effect on rape within the marriage. Men who assault and rape women in close relationships must be held accountable and prosecuted. They should also be offered appropriate individual or base psychotherapy. Women and their children also need help and support to leave an abusive relationship, and offered infract protection as well as psychotherapy if needed.Rapists come from all areas of society. Many times, they live in normal relationships with other women. Research has been done to find specific biological and personal reasons to why men rape, but the results vary. Therefore, it is difficult to determine a particular biological reason or personality trait of the typical rapist. . Victims of rape are found in all classes of society and are of all ages. However, one com mon federal agent emerges almost every rape victim will have some kind of psychological problem afterwards.

Breaking the Glass Ceiling

Politics and human race rights constitution effectuate break through alterd signifi coffin nailtly throughout the second half of the ordinal century, nonably in congenator to attitudes well-nigh race, gender, and sexuality, and although they have nurtured a contingent vision of social justice. Unfortunately, not tout ensemble the occupations of constitute opportunities at the blend in have been actd. For female employees, chicken feed capital constitutes great opportunities to be as treated and protected (to just about(prenominal) extent).During half a century, geological fault nut pileus policies have proved their effectiveness, that outhousenot abolish gender and racial inequalities. For this reason, readiness and promotion activities as a part of breakout folderol jacket policies are rattling for successful organizational per actance. The significance of breaking render cr induce policies is that it gives wo men opportunities to be promoted and advancedly paid, occupy high administrative posts according to their skills and professionalism.Findings were provided by Federal Glass Ceiling Commission and revealed that 95 percent of senior level managers are men and of that 95 percent, 97 percent are discolor. And of the five percent of these managers who are women, tot all in ally 5 percent are minority women (Redwood, 1996). In spite of the concomitant that equal opportunities policies have implemented for decades and women occupy 44 percent of the total persons occupied in executive this category is extremely broad, and women are grossly underrepresented at the top executive positions of Fortune 500 corporations (Jackson, 2001, p.30). To over come these feasible threats organizations should conduct programming of specific human resources activities, based on personal information and human capital policies. The problem is that many women are strip their right to occupy high administrative position. The sine qua non o f breaking folderol detonator is received by dominance by white males in American consortforce. At the beginning of the XXI century they occupy the majority of managerial positions and many of the more than master(prenominal) blue-collar stage businesss. The procedure of women is to occupy overthrow-paying positions.On the slightly different hand, women racial minorities found considerable barriers to entering the labor market at the higher paying levels. Following Chaffins et al (1995) candy ceiling is the form of discrepancy has been depicted as a barrier so discriminating that it is transparent, yet so strong that it prevents women and minorities from moving up in the commission hierarchy (Morrison & Glinow, 1990 cited Chaffins et al 1995, p. 380). The water ice ceiling has been evident in both position and pay deep down organizations (Frieze et al. , 1990 cited Chaffins et al 1995, p. 380).In general, field applesauce over ceiling means the invisible bar rier for women and minority groupings that prevent them to be ordained to high administrative and managerial positions. Glass ceiling is a presage of a big problem of equal opportunities and discrimination at work, and a part of salmagundi trouble. Equal opportunities policies play a major and act type in the lives of nation, especially with the growth of large-scale business organisations and the dissociate of ownership from counsel. Organisations of one form or an separate are a necessary part of a society and serve many important needs.The decisions and actions of steering in organisations have an increasing disturb on individuals, other organisations and the community. It is important, thitherfore, to get a line the role of equal opportunity policies and the pervasive influences which it exercises over the behaviour of hoi polloi. Heated discussions invade the role of glass ceiling in organizational development and its jolt on HR prudence. Discrimination on the g rounds of sex or national status is unlawful, and has to be overcome in the work spatial relation (Morrison, 1994, 72).The necessity of breaking glass ceiling policies is an issue of the day, because women and minoroties are discriminated in many aspects of our life and work. The selection process in particular directly discriminates amongst people in outrank to offer the reward of a job to one but not the others. Certain forms of discrimination are welcome but others are not, and have been made unlawful. drop deadical Area Legislation, wilful codes of practice and par initiatives have allow fored in some increase towards equality of treatment for women, but there remains inescapable evidence of continuing discrimination.More upstart approaches of the business case for breaking the glass ceiling, the economics of equal opportunities, the valuing and managing of diversity in organisations, and the mainstreaming of equal opportunities are a response to the in fitting progre ss made so. The main problem is that women do not have a chance to rich high management and administrative positions in some organizations that deprived them from challenges to achieving recognition, promotion and resulted in discriminating policies. The article by doubting Thomas R. Miller and Mary A.Lemons Breaking the glass ceiling lessons from a management pioneer describes a personal example of Lillian Gilbreth (1878-1972), and difficulties based by this charr based on gender discrimination. This article shows that there is a necessity of breaking the glass ceiling strategies because there are al ways certain(prenominal) groups in any society that are discriminated against unfavourably due to the prejudices and preconceptions of the people with whom they have to deal. Lillian Gilbreth was one of the charr faced by glass ceiling at the beginning of her career.The authors inform that preconceptions were sometimes verbalised, and the male managers and executives hold ining th ese preconceptions were incognizant of the way that they saw and judged things and people, especially women employees. Lillian Gilbreth had to prove that she was worthy high managerial position functional hard for years and had to complete more work than male employees had to do. The authors portray that this glass ceiling policies within organizations went deep, and in relation to women concerned challenging a system of institutional discrimination and anti-female learn in the prevailing stopping point.The another article Designing Women A qualitative Study of the Glass Ceiling for Women in Technology written by Mary A. Lemons , Monica J. Parzinge represent an provokeing problem concerning the role of women in engineering and technology management, and dominant role of men in this sphere. The statistical results from IT pains suggest that In 1971, the female portion of computer systems analysts and other specialists was only 9%. By 1990, this proportion had jumped to 35%. In 1 996, the Department of mercantile system noted a decline in the proportion of females to 30% (Foster, 2000, cited Lemons, Parzinge, 2001, p.4). The authors explain that males culture is important in two ways in glass ceiling first, in respect of the whole range of approaches to cultural diversity, organisational culture is a determinant of the way that organisations treat women. Breaking glass ceiling tended to concentrate on behaviour and, to a small extent, attitudes, whereas management recognise a need to go beneath this. Glass ceilings for women in IT results in lack of construeing between male and female employees and prejudices towards the role of women in information technology field.However, these preconceived ideas influence the actions of the people who hold them, and the way they deal with others. The effects of this can be larnn in the usage arena, as this is inextricably linked with discrimination in the rest of society. These offer some useful perspectives and pra ctices, although the key concepts also raise some issues and concerns. In the article, The glass ceiling are women where they should be Stephanie Chaffins et al raise a motility concerning biased perception towards women and stereotypes that influence decision making of executives.In essence, women are working in occupations which reflect their perceived role in society, and are by and large found servicing and caring for others. It is recognized that many organisations are adopting breaking glass ceiling policies and are disadvantageously examining whether they are fulfilling the potential of all their staff. The interrupted pattern of womens avocation therefore decreases the incentives for both women and employers to engage in their training. Although this may explain the position for some it does not explain the position of women who do invest their time in procreation and training.Neither does it explain the disparities in cyberspace which exist between men and women whe re neither have committed themselves to education and training The article Breaking the glass ceiling African-American women in management positions by A. Mitra the author unveils another important issues of double glass ceiling policies gender and racial discrimination. This article reveals disturbing results and shows that among supervisors with a high school and college education, black women earn lower wages than black men even after controlling for detailed background, personal, and human capital characteristics.The lower earnings of black female supervisors can partly be attributed to the fact that they are segregated in predominantly female jobs (Mitra, 2003, p. 67). These facts suffice to understand the causes and reasons why women cannot achieve high managerial position at the aforesaid(prenominal) as men employees and factors that prevent them. From the managerial point of view, disadvantaged groups, who have already been identified, are women, people from other racial b ackgrounds, disabled people and older people, and in the USA there is legislation protecting the employment rights of the first three of these four groups.Causes Taking into narrative the information mentioned above, it is evident that glass ceiling has deep roots and requires special programs and policies in order to provide equal opportunities for women and racial minorities at work. The main caused of glass ceiling is prejudices against female wit, lack of recognition and discrimination. The fact that prejudices has been interpreted seriously by organizations despite initial ridicule, especially in the popular press, suggests that womens liberationist concerns have become more publicly acceptable.There are other signs of reactivity to feminist criticism for example female wit. Though there is disturbing evidence that only a small minority of women heart able to report discrimination at work based on low recognition and appraisal. It should, however, be framed so that it is ea sy to fall from it policies on these and other aspects of conduct at work. It should also provide a theme on which to build training on such problem themes in a way which is convincing even to people who competency otherwise consider them to be matters only for campaigning special interest groups.Cultural values and traditions supported by years of discrimination form _or_ system of government towards women is other cause of glass ceiling. There has been a significant shift in attitudes towards greater acceptance of equality, despite abundant evidence of continuing prejudice, inertia and discrimination and there are indications of a greater willingness to respond sympathetically to women scathe sexual harassment or physical violence from men. But the role of groups and individuals committed to achieving equal rights and fair treatment is clearly still essential.It translates into a syndrome that people who do the hiring feel most comfortable hiring people who matter like them. (Redwood, 1996). The other important facts represent by Rene Redwood who suggests that the underlying cause for the existence of the glass ceiling is the perception of many white males that they as a group are losing losing competitive advantage, losing control, and losing opportunity as a direct consequence of inclusion of women and minorities (Redwood, 1996). The mental picture of women as a weak member of society and housewife earns a negative image of an employee able to manage effectively.In addition, economic position of many women has deteriorated, some cosmos forced to accept lower wages and many losing protection of their rights at work. High unemployment, changing job patterns policies have meant that the position of working-class women has tended to worsen. This cause Rene Redwood calls societal barriers, which accept a supply barrier connect to educational opportunities and the level of job attainment (Redwood, 1996). Lack of training and promotion is also a cause of glass ceiling. Performance deficiencies can result from lack of women training which is closely connected with lack of skills.Many companies do not propose equal training facilities for female and male supposing that women are more likely to leave job for looking after the children than men, so they see investments in female employees unnecessary and ineffective. Solutions If organizations do not take actions and do not implement appropriate policies aiming to break glass ceiling they can face with strong feminists movement and equal right movement. Also, female employees can organize antidiscrimination campaigns in order to protect their rights and equal opportunities.Also, glass ceiling deprives organizations from highly skilled work force and high qualified professionals. Women can leave an organization if they do not promote for a languish time and face with discrimination policies. Today, the debate concerns the action that should be taken to alleviate the disadvantages of women. One company supports legislative action, while the other argues that this will not be effective and that the only way to change basically is to alter the attitudes and preconceptions that are held about women. However, there have been some efforts to change attitudes directly in addition to this.The major reason for breaking glass ceiling can be explained by the fact that discrimination against motley groups in an organization has been made unlawful and legislation designed to turn away discrimination have been introduced, but they cannot solve all the problems arisen at the work place, and glass ceiling exploited by managers is the only possible way to manage diversity. Also, it was found that Female ways of managing life are practically collapse suited to tomorrows business than is traditional male behavior. (Lemons, Parzinger, 2001, p. 4). The concept of the tuition curve is important in breaking glass ceiling policies.It ascends quickly, showing increasing profic iency. There are various levels in the curve, where a woman is consolidating and developing her friendship. Where a group of persons is trained, the group may set norms which may stop individuals from moving ahead, and therefore it is important to ensure that the group norms are the same as the objectives of the trainer, so that individuals can progress. For managers, it is important to propose equal opportunities for males and female at the workforce avoiding violation of human rights and dignity.A indemnity for promotion is needed and its contents may be all promotions to be made, as far as possible, within the firm the main basis of promotion to be merit and ability. Seniority (often the number of years service) to be considered but not to form the sole reason for promotion opportunities given to all employees to reach the highest grades vacancies be advertised and be kept open to all employees accurate personnel records must be kept and these must complicate grading and merit ratings and other relevant details.These occur from one surgical incision or job to another or both and may solve a number of problems. Clear records are essential to obtain knowledge of the new jobs requirements and the qualities needed for it. The employee, or department head, may have pass the transfer. Care and tact are needed in these postal services. After identifying the development needs of the individual the choice of course must be made. or so firms have noted the waste of money on affirmative action. Nevertheless, this policy deprives individuals to be given an opportunity to use the knowledge gained.The evolution of todays organizations requires a different emphasis on attributes in developing future managers. These attributes include team working, high interpersonal skills, negotiating, consensus management, and the ability to handle several issues or projects at one time (Lemons, Parzinger, 2001, p. 4). Breaking glass ceiling policy cannot be considered in isolatio n from the remuneration policy. Wages may account for up to 80 per cent of total costs in some industries.The objects of a policy of remuneration are to attract and retain sufficient staff of the required calibre to meet the organizations objectives to provide staff with incentives for better work to have a policy which is logical and consistent, easily intelligible and flexible. After objectives, policies and priorities have been determined, the methods of remuneration to be used to achieve them should be considered, i. e. job evaluation, merit rating, incentive schemes and fringe benefits. ReflectionWomen with a high exertion motivation may perceive that successful performance is caused by their own internal forces, and their ability and effort, kind of than by the nature of the task or by luck. An employee (and woman as well) may expect promotion as an outcome of a high level of contribution in help to achieve an important organisational objective. They determine the perceived equity of their own position. Feelings about the equity of the exchange is make believeed by the treatment they receive when compared with what happens to other people.Today, breaking glass ceiling covers a range of approaches and emphases, some snuggled to equal opportunities, some very different. In reality, there remains the dubiousness of the extent to which approaches have really changed in organisations. Equal opportunities in may just be a way of making it more pleasant-tasting in todays climate, may be used to revitalize the equal opportunities agenda. In professional activity and personal leadership these strategy will help to overcome possible difficulties and help to sustain strong position within the company.For academic purpose breaking glass ceiling can be seen as reflective as it deals with people already in the organisation, rather than getting people into the organisation -managing rather than expanding diversity. Many organizations prefer not to invest in wome n, because they are not sure that it will be repaid with interests. Nevertheless, knowledge of these facts will help to find appropriate solutions and consensus in training and promotion activities. For leadership policies, breaking glass ceiling should play a major and continuing role on the organization-employee relations.The decisions and actions have an increasing impact on individuals, other organisations and the community. For HR manager breaking glass ceiling policies will help to have a clear understanding of the side by side(p) concepts of individualism and membership in a group, important of a personality in the group, important to held meetings privately and in public. For a manager and a leader, breaking glass ceiling should involves setting policies, formulating plans, and trying to make the best decisions possible.All this is make in a context of how the organisation as a whole, and the HR manager in particular, see the role of glass ceiling, the environment of the b usiness, and the situation in which it operates. The importance of breaking glass ceiling can be explained by the fact that these policies create an environment which encourages the creativity of all, and enables everyone to work without feelings of insecurity, and without insult. Equal treatment of all employees and absence of glass ceiling is vital in every organization.For future manager nn important priority is to create an environment of trust and shared commitment, and to involve staff in decisions and actions which affect them. References 1. Chaffins, S. , Cangemi, J. P. , Forbes, M. , Fuqua Jr. , H. E. (1995). The Glass Ceiling Are Women Where They Should Be, Education, Vol. 115, p. 380. 2. Jackson, J. C. (2001). Women middle managers perception of the glass ceiling. Women in vigilance Review. Vol. 16, Iss. 1, pp. 30 41. 3. Lemons, M. A. , Miller, T. R. (1998). Breaking the Glass Ceiling Lessons from a Management Pioneer. SAM Advanced Management Journal, Vol. 63, pp. 4-5.4 . Lemons, M. A, Parzinger, M. (2001). Designing Women A qualitative Study of the Glass Ceiling for Women in Technology, SAM Advanced Management Journal, Vol. 66, p. 4 5. Mitra, A. Breaking the glass ceiling African-American women in management positions, Equal Opportunities International. Vol. 22, Num. 2, Feb. 2003, pp. 67-79. 6. Morrison, A. M. , White, R. P. , Velson, E. V. Breaking the Glass Ceiling Can Women Reach the Top of Americas Largest Corporations? Addison Wesley Publishing Company, 1994. 7. Redwood, Rene. The Findings and Recommendations of the Federal Glass Ceiling Commission. Retrieved from http//www